Nathan One
Southwest Airlines:
Risking a Nebraska-Style Fall
September 1, 2023
Southwest Airlines built its legacy on simplicity
Open seating, no-frills flights, and a quirky vibe that loyalists adored. Now, whispers of assigned seating and premium tiers threaten to unravel that edge. This isn’t innovation—it’s a slide toward mediocrity, and Nebraska’s college football story shows why it’s a bad move.
The Nebraska Analogy
In the 1980s, option football—a run-heavy, unique offense—was widespread. By the 1990s, most colleges shifted to the spread offense, but Nebraska stuck to its guns. The result? A dominant run, with three national championship appearances from 1994 to 1997. Their system worked, and it was tailor-made for top talent—runners and blockers flocked to Nebraska, giving them a recruiting edge no one could touch. Then, in the late 1990s, they fired coach Tom Osborne and hired a replacement who ditched the option for the spread. Overnight, Nebraska’s uniqueness vanished. Their recruiting engine stalled—why pick Nebraska when every school ran the same playbook? Since then, they’ve been mediocre, a shadow of their former glory.
Southwest’s flirting with assigned seats and premium tiers mirrors this. They’re abandoning a winning formula to copy rivals, risking their identity and fanbase.
Why This Pivot Could Fall
User-Centric Design: Open seating is fast and fun—a Southwest hallmark. Assigned seats add hassle without clear value for most flyers.
Market Fit: Southwest’s magic is affordability and simplicity. Premium tiers chase revenue but dilute the brand that made them special.
Behavioral Science: Loyalists love the Southwest vibe—egalitarian, no-fuss. Tiers could confuse and alienate them, much like Nebraska fans felt when the option died.
Economic Viability: Switching to complex systems costs big upfront; short-term gains might not offset long-term loyalty losses.
Innovation Driver: This feels like a cash grab, not a bold evolution. Nebraska’s spread shift was a me-too move—Southwest’s could be too.
Prediction
This pivot risks turning Southwest into just another airline. Like Nebraska, they’ll lose what set them apart—uniqueness and pride—and struggle to recruit their core “talent” (loyal customers). Mediocrity looms if they blend in.
Conclusion
Southwest’s strength is its distinct playbook. Innovation builds on what works—it doesn’t copy the crowd. Nebraska’s fall is a warning: ditch your edge, and you’re left chasing ghosts of past success.
