Losing Sight of Who You Are: The Southwest Baggage Blunder

Tuesday, my news feed blew up with the news: Southwest is no longer offering two free checked bags. As a loyal Southwest customer, this hit hard. That policy was one of my favorite things about flying with them. I travel for a living, and well… I’m not exactly a light packer.

Partly, it’s a size thing—plus-size clothing simply takes up more space. Beyond that, I often have multiple outfit changes for different types of events during a single trip. Add in the fact that I’m a mom, and those two free bags have saved me time, stress, and—most importantly—money.

As I scrolled through the outrage on my feeds and travel blogs, it became painfully clear: Southwest is about to lose a lot of loyalty.

Why? Because they’ve lost sight of their audience and strayed from what made them different.

Who Was Southwest’s Audience Before?

Before this shift, Southwest wasn’t just another airline—it had a cult following. Their ideal customer wasn’t just someone looking for a cheap flight; it was:

• Frequent travelers who appreciated transparency and a stress-free experience.
• Families and parents who relied on the free baggage allowance for traveling with kids.
• Business travelers who valued the flexibility of their no-change-fee policy.
• Leisure travelers who wanted an affordable, no-surprise pricing structure.
• People like me—planners, packers, and professionals—who needed that extra baggage allowance.

These customers weren’t just choosing Southwest for price alone—they were choosing it because of its identity as the friendly, customer-centric airline that didn’t play games with fees.

A Pattern of Straying from Their Core

The baggage policy change isn’t happening in a vacuum—it’s part of a bigger shift in how Southwest is operating.

• Their onboarding strategy used to be built around customer loyalty and transparency. Now? They’re removing perks without offering anything new in return.
• Inflight pricing is increasing, but the experience isn’t improving.
• Layoffs have impacted their once-stellar customer service.
• Their planes are dated. When competitors are upgrading seating, entertainment, and comfort, Southwest has stayed stagnant.
• Their outdated system—yes, the same one that failed during Christmas 2023—is still in place. No major fixes, no meaningful investments.

And here’s the kicker: Southwest’s pricing is now in the same range as competitors like Delta and United. But if they’re ditching what made them different—why stay?

The Danger of Abandoning What Makes You Unique

Southwest built its brand on a customer-first approach. Their two free bags weren’t just a perk—they were a promise. A commitment to simplicity, fairness, and reliability in an industry where passengers constantly feel nickel-and-dimed.

But now, by stripping away what made them different, they’re making the fatal mistake many businesses do: trying to compete like everyone else.

I see this happen all the time, especially with new speakers or entrepreneurs. They look at what’s trending, what seems to be in demand, and chase popularity instead of passion. For example, I’ve worked with so many upcoming speakers who say, “I can teach anything.” And sure—a truly skilled instructor can teach anything. But can they teach it well? Can they make it memorable?

I’ve seen incredibly talented speakers get terrible reviews—not because they weren’t good at teaching, but because they went after a topic just because it was popular, not because it was the right fit for them.

I even had this moment myself. When I first started teaching ethics, I was nervous. What if I got it wrong? What if it was too far outside of my comfort zone? But instead of just delivering a dry, traditional course, I asked myself: How can I make this more me? I leaned into my natural teaching style—seriously fun—and brought in engaging elements that resonated with me.

The result? Incredible feedback. Not because I followed a script, but because I found a way to teach a serious subject in a way that aligned with who I am.

And that’s the point: If you stray too far from your core identity, people will notice.

Brands That Doubled Down on Their Uniqueness

Some of the most successful brands did the exact opposite of Southwest—instead of chasing trends, they leaned deeper into what made them different.

• Taylor Swift: She could have easily played it safe, but instead, she’s unapologetically Taylor. From re-recording her own albums to supporting other artists, to fully embracing her “crazy cat lady” persona, she’s cultivated an incredibly loyal fanbase by staying true to herself.
• LEGO: When other toy companies started focusing on digital experiences, LEGO leaned further into creativity and hands-on play. Instead of abandoning what made them special, they expanded into movies, theme parks, and STEM learning, all while keeping their core product exactly the same.
• Patagonia: While many brands claim to be environmentally friendly, Patagonia has gone all-in. They’ve literally told customers not to buy new jackets and instead repair what they have. That kind of commitment isn’t just talk—it’s branding that feels authentic because it is.
• Harley-Davidson: When other motorcycle brands tried to appeal to a broader audience, Harley doubled down on its hardcore, rebellious image. It’s not just a bike; it’s a lifestyle.

The lesson? Your uniqueness is your selling point. Water it down, and you blend in. Lean into it, and you stand out.

How to Stay True to What Makes You Unique

So, how do you figure out what makes you stand out? How do you make sure you’re staying in your lane instead of getting caught up in what’s “popular”?

Here are some key questions to ask yourself:

1. What do people consistently compliment me on?
   • This isn’t just about skills—it’s about what people remember about you.
     
2. What parts of my work feel effortless and fulfilling?
   • If it feels like you’re forcing something, it probably isn’t your strength.
     
3. What’s a topic or service I could talk about for hours without getting bored?
   • If you’re not passionate about it, your audience won’t be either.
     
4. Would I still do this even if it wasn’t the “hot trend” right now?
   • If your answer is no, it’s probably not your thing.
     
5. What makes my approach different from others in my field?
   • If you can’t pinpoint what makes you unique, you risk becoming a copy of someone else.
     
6. If I had to strip my brand down to one defining feature, what would it be?
   • This helps you identify your core strength and build from there.

And the most important one:

7. Does this feel right to me?
   • You’ll know in your gut if something aligns with who you are. If it doesn’t, no amount of strategy will make it work long-term.

What Southwest Could Have Done Instead

The worst part about Southwest’s decision? It wasn’t necessary. They had other options that wouldn’t have alienated their most loyal customers.

• Slight price increases across all fares instead of a major policy shift. Most loyal customers would rather pay a little extra than lose what made Southwest special.
• Better promotions. Their “$59 flights” are often a joke—rarely available for routes people actually want. They could have improved marketing to offer real, valuable deals.
• Investing in what’s broken. Instead of gutting perks, they could have prioritized fixing their outdated systems, upgrading their planes, and investing in customer service.
• Cutting CEO and executive bonuses. Let’s be honest—this move was about profits, not survival. There were other ways to find the money.

Southwest didn’t need to become another Delta or United. People already love them for who they are. But by trying to blend in with the competition, they’re forcing customers to ask: Why stay?

Final Takeaway: Own What Makes You Different

Southwest’s decision is a cautionary tale for businesses, speakers, and professionals alike.

1. Know your audience—and keep them at the center of your decisions.
2. Identify what makes you unique, and don’t compromise it for short-term gains.
3. Loyalty is built on trust, and trust is built on consistency.
4. If you want long-term success, lean into what makes you stand out, not what makes you blend in.

For years, Southwest was an airline that stood out. But now, they’re playing a dangerous game—and in doing so, they may lose the very people who made them successful in the first place.

The irony? In an attempt to increase revenue, they may end up losing far more.