Public Relations

Southwest Airlines: Cancel or #Canceled?

A Blog Post for Trident DMG

Southwest Airlines prides itself on three values - efficiency, discipline, and excellence - to fulfill its purpose: connecting people to what’s important in their lives through friendly, reliable, and affordable air travel.

During the 2022 holiday season, Southwest compromised its values and purpose of reliability, tarnishing the brand after its technology and communications failed. How did Southwest get it so wrong? How could Southwest have better communicated with its customers during this crisis? 

Setting the Scene

On Dec. 22, the U.S. encountered a blustery winter storm. In the Pacific Northwest, ice covered city streets. Heavy snowfall blanketed the Midwest and an Arctic blast rocked the Southeast, while the “blizzard of the century” delivered four feet of snow to Buffalo, NY. 

U.S. airlines were informed of these weather patterns well before they hit and attempted to warn holiday travelers. By Dec. 20, U.S. airlines had issued varying winter weather waivers, and Southwest shared a travel advisory on its website and Twitter.

The delays began to pile up on Dec. 22. Southwest canceled 15% of its flights, juxtaposed with 5% of American Airlines’ flights, another major U.S. airline. On Dec. 23, Southwest canceled 30% of its flights, whereas American Airlines canceled 25% of its own. That same day, Southwest’s booking system crashed and dominoes began to topple. In the coming days, Southwest and American Airlines looked vastly different:

Dec. 24 - Southwest: 35% cancellations; American: 11%

Dec. 25 - Southwest: 33% cancellations; American: 1%

Dec. 26 - Southwest: 66% cancellations; American: 1%

Dec. 27 - Southwest: 72% cancellations; American: 2%

While all other domestic airlines returned to normal operations following the winter storm, Southwest’s recovery faltered. Fliers were stranded without luggage in unfamiliar cities, and Southwest leadership failed to communicate with both employees and customers. 

The airline’s unique “point-to-point” model severely damped the airline’s ability to operate when cities were impacted by severe weather. During this crisis, Southwest flight crews were unable to make it to their destinations, setting off a domino effect of flight cancellations and crippling Southwest’s outdated technology. Following the crisis, a leader of the Southwest Pilots Association deemed the airline, “woefully unprepared in terms of IT.”

Social Media: A Rapid Communication Outlet

Between Dec. 22 and Dec. 30, Southwest canceled over 15,000 flights. One financial analyst wrote that Southwest’s breakdown was, “the largest and most costly operational meltdown that any single U.S. airline had ever experienced.”

Customers were dissatisfied and disillusioned with Southwest’s response to its own crisis. A company’s post-crisis outcome and brand image is largely determined by the brand’s handling of a crisis. Clear communication and transparency with customers and employees are critical components of crisis response to ensure customers don’t feel abandoned. 

A company’s social media is one of the quickest ways to reach customers, but Southwest failed to utilize its Twitter, Facebook, and Instagram handles between Dec. 22 - 25. The brand posted updates to its website, but a lack of clear communication on its social media platforms led to high call and social inquiry volumes with long wait times. 

Customers waited on the phone for hours to face “call failed” notifications or speak with overwhelmed representatives, left in the dark by corporate leadership. If Southwest had been quicker to communicate its cancellations and resulting ‘meltdown,’ its PR crisis likely could have been mitigated.  

Forced Apologies 

Five days later, on Dec. 27, Southwest CEO Bob Jordan issued his first update to the Southwest website. Rather than initially apologize, Jordan started the video message with the aim to explain why the crisis occurred. He then paused and said in a monotone voice, “please also hear that I’m truly sorry.” Without a display of emotion, the apology felt coerced and unempathetic.

Following this forced apology, Jordan continued to explain the crisis without offering a true solution for Southwest customers to quickly and affordably arrive at their destinations. “We’re optimistic to be back on track before next week,” Jordan said, giving little guidance on what customers should do in the meantime besides wait.

It wasn’t until Jan. 3, Southwest emailed its impacted customers with “financial compensation” of 25,00 airline points, valued at $300, and a “heartfelt apology” to each traveler impacted by Southwest-related events between Dec. 24 and Jan. 2. The email also promised incidental expense reimbursement refunds for canceled flights and incidental expense reimbursements. 

Southwest’s email didn’t bury the lede with, “we’re so sorry.” However, after apologizing twice, the remaining message reads as a “non-apology” apology. Additionally, if a company’s apology is preceded by a warning from a U.S. Secretary to ensure the company follows through with its amends, the apology feels forced. 

These 25,000 points and a standard PR apology were not an adequate solution for Southwest customers who slept on airport floors, missed time with loved ones, or maxed out credit cards to find alternate transportation. Southwest’s remedy felt too late, and customers had given up on the airline.

​

Lessons Learned

At the end of its Jan. 5 release, Southwest said, “The lessons of the final week of 2022, and the Heart of our People for serving our Customers and each other, will guide a multi-faceted plan to win back trust and repair relationships with those who count on Southwest to come through.” 

This statement did not offer an indication as to what “lessons” Southwest had learned, nor did Southwest outline its “multi-faceted plan” on how it will prevent future recurrence. Southwest and other companies recovering from a crisis must enact and maintain a thorough policy of transparency to halt further fallout. 

Southwest customers had lost faith in the company due to Southwest’s:

• Lack of communication through its social media channels;

• Failure to quickly provide information on customer compensation; and

• A seemingly forced apology by its CEO issued five days too late.

Next time a mirroring crisis occurs, brands would do well to remember:

• Frequently and thoughtful utilize corporate social media channels;

• Ensure company leadership and spokespersons are prepared to speak via broadcast;

• Empathize and truly apologize before setting the record straight;

• Provide clarity on a brand’s next amends to alleviate customer concerns.

Southwest hurt its customer base during this crisis, but it didn’t scare them away forever. Thousands of customers will board a Southwest flight next month using their newly gifted points, but they’ll be wary to see how the brand improves.