Here are 1-3 brief analogies to describe Southwest Airlines:

• Trader Joe's for air travel: Like Trader Joe's, Southwest offers a unique, value-driven experience with a loyal customer base, known for its friendly staff and distinct approach (like two free checked bags and no assigned seating).
• The McDonald's of air travel: Southwest provides widespread accessibility and consistent, affordable service, much like McDonald's does in the fast-food industry.
• The Ford Model T of airlines: Southwest pioneered the low-cost carrier model, making air travel affordable and accessible to the masses, much as the Model T did for car ownership.

• Passenger Air Transportation: Provides scheduled air travel for passengers across its domestic and international route network.
• Cargo Services: Offers the transportation of freight and mail utilizing the cargo capacity of its passenger aircraft.

Southwest Airlines (LUV) Major Customers

Southwest Airlines primarily sells its air transportation services to individuals rather than directly to other companies in a traditional business-to-business model. The company serves various categories of individual customers, which can be broadly grouped as follows:

• Leisure Travelers

  This category includes individuals who purchase tickets for personal reasons such as vacations, holidays, visiting family and friends, or other non-business-related travel. Southwest's brand appeal, competitive fares, point-to-point network, and customer-friendly policies (e.g., two free checked bags, no change fees) make it a popular choice for leisure passengers.

• Business Travelers

  These are individuals who fly for professional purposes, including attending meetings, conferences, client visits, and corporate events. Southwest attracts a significant number of business travelers due to its extensive domestic network, frequent flights on key routes, and cost-effective travel options, particularly appealing to small-to-medium sized businesses and budget-conscious corporate travel programs.

• Group and Managed Corporate Accounts

  While the ultimate consumers are individuals, this category represents travelers whose trips are organized and often paid for by a third party. This includes individuals traveling as part of organized groups (e.g., sports teams, school trips, conventions, military personnel) and employees whose travel is booked and managed through their employer's corporate travel program or negotiated agreements with Southwest Airlines.

• Boeing (BA)
• GE Aerospace (GE)
• Safran S.A. (SAF.PA)

Bob Jordan, President, Chief Executive Officer, & Vice Chairman of the Board

Bob Jordan is a 37-year Southwest veteran, having held 15 different positions, including leadership roles in Finance, Planning, Procurement, Fuel, Facilities, Technology, Corporate Strategy, and People & Culture. He also served as Southwest's Chief Commercial Officer. As CEO, he is currently leading the largest transformation in Southwest's 54-year history. Jordan played a critical role in Southwest's acquisition of AirTran Airways and served as its President during the integration. Prior to joining Southwest in 1988, he worked as a programmer and financial analyst for Hewlett-Packard.

Tom Doxey, Executive Vice President & Chief Financial Officer

Effective March 10, 2025, Tom Doxey assumed the role of Executive Vice President & Chief Financial Officer at Southwest Airlines. He is an experienced aviation executive with a background in airline operations, finance, and strategic transformation. Doxey most recently served as President of Breeze Airways, where he led the airline through a successful transformation from a startup to profitability in under two years. His experience also includes financial planning and fleet management roles at Allegiant Air and US Airways, and a long tenure at United Airlines as Senior Vice President of Technical Operations and Chief Financial Officer of operations.

Andrew Watterson, Chief Operating Officer

Andrew Watterson serves as the Chief Operating Officer for Southwest Airlines, a role he assumed in October 2022. In this position, he provides executive guidance for the strategy, design, and performance of the airline's operation and commercial organizations. Prior to becoming COO, Watterson was Executive Vice President & Chief Commercial Officer. He joined Southwest in October 2013 as Vice President of Network Planning and Performance. Before his time at Southwest, he was Vice President of Planning and Revenue Management at Hawaiian Airlines and spent 12 years as a partner with Oliver Wyman in their aviation consulting practice. He also worked for three years as an operations management consultant with Ernst & Young and served four years in the U.S. Army.

Elizabeth Bryant, Senior Vice President & Chief People Officer

Elizabeth Bryant is the Senior Vice President & Chief People Officer at Southwest Airlines, where she provides executive leadership for People (Human Resources), Talent & Leadership Development, Total Rewards, and Southwest Airlines University. Since joining Southwest in 1997, she has led numerous initiatives, including training centralization, performance management, SAP implementation, and the AirTran Integration.

Mark Shaw, Executive Vice President, Chief Legal and Regulatory Officer

Mark Shaw serves as Executive Vice President, Chief Legal and Regulatory Officer at Southwest Airlines. He has also served as General Counsel and Corporate Secretary for Southwest Airlines Co. since February 1, 2013.

The primary addressable market for Southwest Airlines' main products and services is the U.S. domestic air travel market, with additional reach into near-international destinations. Southwest Airlines primarily offers low-cost passenger air travel, alongside corporate and group travel services, and cargo and shipping solutions.

• U.S. Domestic Airlines Industry: The estimated market size for the Domestic Airlines industry in the United States is $243.8 billion in 2025, based on revenue. The U.S. aviation market, encompassing both domestic and international travel, is projected to grow from $84.98 billion in 2024 to $122.82 billion by 2035, at a compound annual growth rate (CAGR) of 3.75% during the 2025–2035 period. In 2024, the U.S. domestic market transported 876 million passengers.

• U.S. Domestic Leisure Travel: In 2024, domestic leisure travel generated $876 billion in spending across the United States.

• U.S. Business Travel Market: The U.S. business travel market reached an estimated size of $241.0 billion in 2024. This market is projected to grow to $500.0 billion by 2033, exhibiting a CAGR of 8.50% from 2025 to 2033.

Southwest Airlines also serves near-international markets in the Gulf of Mexico and Caribbean Sea regions, including Mexico, The Bahamas, Aruba, Costa Rica, Belize, the Cayman Islands, Cuba, the Dominican Republic, Jamaica, and Turks and Caicos. While specific market sizes for these "near-international" regions are not separately detailed, they fall under Southwest's overall passenger air travel services.

Southwest Airlines (LUV) is expected to drive future revenue growth over the next two to three years through several key initiatives:

1. Enhanced Revenue Management and Tactical Initiatives: Southwest Airlines is focusing on strong execution of tactical initiatives and advancements in revenue management techniques to boost unit revenues. These efforts involve optimizing the network and rationalizing capacity. The company reported an 8.0 percent year-over-year increase in fourth-quarter 2024 revenues per available seat mile, excluding special items, due to these initiatives. Furthermore, for the first quarter of 2025, unit revenues are expected to be up 5-7% year-over-year.
2. Introduction and Monetization of New Seating Options: A significant driver for future revenue is the rollout of assigned seating and extra legroom seats. The company began selling assigned and extra legroom seating in July 2025, expecting a smooth rollout and anticipating over $1 billion of incremental EBIT from these offerings in 2026, reaching a full run rate of $1.5 billion in 2027. This represents a new revenue stream and a shift in their traditional open-seating model.
3. Loyalty Program Adjustments and Customer Segmentation: Southwest is evolving its Rapid Rewards loyalty program to better meet customer needs and attract new segments. This includes adjusting the number of points customers earn on qualifying flights, with more points for Business Select fares, and introducing variable redemption rates across higher and lower-demand flights. These strategic moves aim to deepen customer loyalty and create opportunities to reach new consumers.
4. Network Optimization and Expansion: Ongoing efforts in network optimization and capacity rationalization are expected to contribute to revenue growth. These measures aim to improve the efficiency and profitability of Southwest's route network, aligning capacity with demand and enhancing overall operational performance.

Share Repurchases

• Southwest Airlines completed its $2.5 billion share repurchase authorization in the second quarter of 2025, repurchasing the remaining $1.5 billion through an accelerated share repurchase program.
• In July 2025, the Board of Directors authorized a new $2.0 billion share repurchase program, anticipated to be completed over a period of up to two years.
• The company returned $680 million to shareholders in 2024, comprising $430 million in dividends and $250 million in share repurchases.

Share Issuance

• In 2020, Southwest Airlines raised $2.3 billion from a public offering of 80,500,000 shares of common stock.

Inbound Investments

• Elliott Investment Management accumulated an approximately 11% economic interest in Southwest Airlines by September 2024, prompting the company to adopt a limited-duration shareholder rights plan.

Capital Expenditures

• Southwest Airlines' full-year 2024 gross capital expenditures were $2.1 billion, with net capital expenditures at $1.2 billion after proceeds from sale-leaseback transactions.
• The company estimates its 2025 capital spending to be in the range of $2.5 billion to $3.0 billion, which includes approximately $1.2 billion for aircraft and $1.6 billion for non-aircraft spending.
• The primary focus of capital expenditures includes aircraft-related spending, technology, facilities, and operational investments, with a strategic goal to achieve an average fleet age of five years by 2031.