Southwest Airlines is turning to humor, nostalgia, and prime-time spectacle to usher in one of the most consequential changes. During the Super Bowl on February 8, 2026, the Dallas-based carrier will debut a new advertisement titled “Boarding Royale,” a national commercial designed to introduce — and soften — the airline’s transition from open seating to assigned seats. The ad will stream nationally on NBCUniversal’s Peacock platform and air on local cable television in six key Southwest markets: Dallas, Austin, San Diego, Chicago, Denver, and Honolulu.
Developed in partnership with longtime creative agency GSD&M, Boarding Royale is Southwest’s most high-profile attempt yet to reassure passengers that while its boarding process may be changing, the airline’s personality and customer-focused ethos are not.
The commercial lands at a pivotal moment for Southwest. Once defined by its simplicity — no assigned seats, no baggage fees, and straightforward fares — the airline is now in the midst of a sweeping transformation driven by changing consumer preferences, competitive pressures, and investor demands. Assigned seating, long resisted by Southwest leadership, officially applies to flights operating on or after January 27, 2026, marking the end of one of the most distinctive boarding models in U.S. aviation.
According to industry publication ADWEEK, Boarding Royale playfully depicts the chaos of Southwest’s former open seating system, likening the boarding process to a frantic “boarding school-style” scramble. Passengers rush down jet bridges, jockey for aisle and window seats, and engage in subtle competitive behavior familiar to anyone who has flown the airline over the past several decades.
The ad then contrasts that energy with a calmer, more orderly boarding experience enabled by assigned seating. The message is clear: the old days were fun, but the future will be smoother.
In a press release accompanying the campaign, Southwest emphasized that humor remains central to its brand identity even as the airline modernizes.
“Southwest’s bold personality and humor have always been unique in the industry, and no matter the seat configuration, the legendary hospitality that customers expect at Southwest remains,” the airline said.
The Super Bowl, one of the most-watched television events in the United States, offers Southwest a massive stage to reframe a change that has sparked intense debate among customers and aviation observers alike.
Despite the lighthearted tone of the ad, the rollout of assigned seating has not been universally smooth.
Passenger feedback during the first days of the new system has been mixed, with some travelers praising the predictability of knowing their seat before boarding, while others have highlighted operational growing pains. Complaints have surfaced about competitive gate behavior as passengers attempt to secure better boarding positions, late seat reassignments caused by aircraft swaps, and frequent seat-switching negotiations once onboard.
Several customers have taken to social media to argue that the system, at least initially, undermines the simplicity Southwest once championed. Others, however, report calmer cabins, less anxiety about boarding order, and fewer confrontations over seat saving — a long-running point of contention under the open seating model.
Industry analysts note that such turbulence is typical when airlines introduce fundamental changes to core processes, particularly those tied to long-standing brand identity.
For decades, Southwest’s open seating policy allowed passengers to choose any available seat once onboard, with boarding order determined by check-in time or priority status. The system was central to the airline’s fast turnarounds, operational efficiency, and marketing differentiation.
But market conditions have shifted.
In July 2024, Southwest chief executive officer Bob Jordan revealed that internal market research showed eight out of ten Southwest customers now prefer assigned seating. Many travelers, particularly infrequent flyers and families, said the open seating process caused unnecessary stress and uncertainty.
The data gave leadership cover to pursue a change that investors had been advocating for years. Activist pressure and shareholder expectations intensified after Southwest underperformed rivals financially in the post-pandemic recovery. While competitors benefited from robust ancillary revenue streams — including seat selection fees — Southwest’s all-in pricing model increasingly looked out of step with industry norms.
Assigned seating, executives argue, enables more flexible pricing, higher revenue per passenger, and better alignment with customer expectations shaped by other major carriers.
The shift to assigned seating is closely tied to Southwest’s new fare structure, which replaces the airline’s historically simple fare lineup with four bundles: Basic, Choice, Choice Preferred, and Choice Extra.
Under the new system:
Basic fare passengers will receive an automatically assigned seat approximately 24 hours before departure, unless they choose to pay extra to select a specific seat in advance.
Choice fares include complimentary seat selection at booking.
Choice Preferred allows passengers to choose seats closer to the front of the aircraft.
Choice Extra includes access to extra-legroom seating and additional perks.
Southwest says the structure offers flexibility and transparency, but critics argue it introduces complexity that undermines the airline’s long-standing appeal. What was once a single-class cabin with minimal upselling now resembles the tiered experience offered by legacy carriers.
Wall Street’s response to assigned seating has been broadly positive. Southwest’s stock rose following confirmation of the change, reflecting investor optimism that the airline will finally close its revenue gap with competitors such as Delta Air Lines, United Airlines, and American Airlines.
Yet some analysts caution that financial gains may come at the cost of brand dilution.
“Southwest built extraordinary loyalty by being different,” said one aviation consultant. “The risk isn’t that assigned seating doesn’t work — it’s that Southwest becomes just another airline in a crowded, commoditized market.”
Longtime customers have voiced concerns that the airline’s signature simplicity is being replaced with nickel-and-dime pricing strategies similar to those it once criticized. For travelers who valued Southwest precisely because it rejected industry norms, the cumulative effect of recent changes may test brand loyalty.
Assigned seating is not the first pillar of Southwest’s identity to fall.
Last summer, the airline ended its decades-old policy of allowing all passengers to check two bags for free. Under the new rules, baggage allowance depends on fare type, elite status, or additional fees — a move that shocked many customers and sparked widespread backlash.
The free checked-bag policy had been a powerful marketing tool, enshrined in Southwest’s iconic “Bags Fly Free” slogan. Its removal signaled a broader willingness by leadership to abandon tradition in pursuit of revenue optimization.
Executives defended the decision by pointing to rising operational costs and changing customer behavior, noting that many passengers now travel with carry-on luggage only. Still, the move marked a psychological turning point in how travelers perceive the airline.
Southwest has also reworked its Rapid Rewards loyalty program, further aligning it with demand-based pricing models common across the industry.
In March 2025, the airline reduced points earned on its lowest fare class, Wanna Get Away, introduced variable redemption pricing tied to demand, and adjusted qualification thresholds for A-List elite status.
While the changes lowered barriers to elite status for some frequent flyers, they also reduced the value proposition for budget-conscious travelers who previously relied on predictable award pricing.
Together, the loyalty overhaul, baggage fees, and assigned seating represent a comprehensive strategic pivot — one that repositions Southwest from an outlier to a more conventional full-service carrier with low-cost roots.
Boarding Royale attempts to reconcile these changes by acknowledging the past while promoting the future. By poking fun at the chaos of open seating rather than dismissing it, Southwest signals respect for its heritage even as it moves on.
Marketing experts say the approach is savvy.
“Southwest isn’t pretending open seating didn’t matter,” said one branding strategist. “They’re saying, ‘We had fun, it worked for a long time, but now we’re evolving.’ Humor lowers defenses in a way a corporate announcement never could.”
The Super Bowl platform amplifies that message, reaching tens of millions of viewers in a single moment. For Southwest, it is both a farewell and a reintroduction.
Whether assigned seating ultimately strengthens or weakens Southwest’s position remains an open question. Early operational hiccups may fade, and customer acceptance could grow as systems stabilize. At the same time, the airline must carefully manage the risk of alienating its most loyal passengers.
What is clear is that Southwest is no longer defined solely by what it refuses to do. Instead, it is actively reshaping itself to compete in an industry where personalization, segmentation, and ancillary revenue are increasingly unavoidable.
As Boarding Royale makes its Super Bowl debut, Southwest Airlines will be asking passengers to laugh, reminisce, and — most importantly — trust that even without open seating, the airline’s spirit still has a seat reserved.
