Subject: Attn: Your Outstanding $100-Voucher MUST be Redeemed by 11 - 13 - 15

From: "Southwest Airlines Voucher" <[email-masked]>
Date: Wed, 11 Nov 2015 13:58:26 -0500

One (1) Voucher-Credit Issued. #1868476923873

Greetings [email-masked],

You now have an outstanding voucher issued to you for $100 that MUST be redeemed by 11 - 13 - 2015.

Make sure that you do not forget to claim your voucher! Several flights are now under $100 - Fly On Us!

Go here today & claim your voucher #18684769161232

Also, we would appreciate it if you would fill-out our customer-service survey. If you have a moment to complete it, you are also going to receive an additional $50 credit as a thank you for your participation.

Enjoy Flying with Southwest

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**Excluding Puerto Rico

the airlineâ€™s executive suite anytime soon. The company is in the process of reworking or jettisoning altogether much of Kelleherâ€™s tried-and-true strategyâ€”with plans to fly in a totally new strategic direction. In fact, after years of consistently outsmarting and outperforming the traditional carriers, Southwest is today remaking itself to operate more like them. For decades Southwest has flown mainly to small airports in big urban markets, where it faced weak competition and could quickly turn around its planes from landing to takeoff. Now itâ€™s invading Americaâ€™s biggest, most-congested airports and going nose-cone-to-nose-cone with its newly resurgent big rivalsâ€”American, Delta, and United Continentalâ€”where theyâ€™re strongest. The goal? To attract more of the most lucrative customers: high-fare-paying business travelers flying long distances. â€œSouthwest still has a unique personality, but itâ€™s flying more and mo
re in formation with the Big Three,â€� says Michael E. Levine, a professor at the NYU School of Law and a former top executive at Continental and Northwest. The architect of this new strategy is no outsider. Rather itâ€™s Gary Kelly, 60, a 29-year Southwest veteran whoâ€™s served as CEO since 2004 (and is revered enough at the company that he has earned his own mini-museum almost as large as Kelleherâ€™s). The big challenge, says the strapping 6-foot 4-inch Texan, is that Southwestâ€™s traditional businessâ€”short-haul flights between such cities as Dallas and Houston, or San Francisco and Los Angelesâ€”has declined sharply in recent years and now grows modestly at best. Southwestâ€™s best opportunities for expansion and profits are in long-haul business travel now for two reasons, explains Kelly. First, long haul is the biggest, fastest-growing segment in U.S. air travel. Second, itâ€™s an area where Southwest is relatively small and tha
t is dominated by the legacy carriers Southwest beats everywhere else. That means thereâ€™s a lot of market share for Kellyâ€™s airline to go after. â€œWe had

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