Prior to $1978,$ the U$.$S$.$ airline industry was tightly regulated in a way that made it difficult for new airlines to enter. Deregulation lowered the floodgates and allowed a swarm of new players to enter the industry, with $29$ new airlines being established between $1978$ and $1993.$ Among these new entrants was Southwest, which pioneered the low$-$cost business model in the industry. Other low$-$cost entrants included Jet Blue and Air Tran. The low$-$cost players offered a bare$-$bones service, without the expensive frills of traditional carriers $($those frills included in$-$flight meals, ample business and first$-$class seating, and lounges in airports for premium travelers$).$ The new entrants had lower labor costs due to a flexible, nonunion workforce$$a crucially important factor in an industry where labor costs account for one$-$third of operating costs. They flew point to point $($which customers preferred$),$ rather than routing passengers through hubs and requiring them to change planes. They further lowered costs by standardizing their fleet around one model of aircraft $($the Boeing $737$ in the case of Southwest$).$ What does this case tell you about the role of strategy in $($a$)$ changing the competitive structure of an industry and $($b$)$ enterprise success and failure?