The air crackled with an unusual energy, a stark contrast to the weary atmosphere often found at airport gates. Live music filled the terminal, its rhythms mingling with the excited chatter of passengers. Instead of the hurried consumption of fast food, travelers indulged in Portuguese queijadas and innovative pineapple-infused chocolate bars, savoring the moment. Brightly colored balloon bouquets bobbed overhead, adding a festive touch, while flight attendants, beaming with enthusiasm, posed for photos alongside a pair of Yorkies sporting Hawaiian shirts and pilot caps. This scene was far removed from the frustration and chaos that had become synonymous with air travel in recent times, a year marred by record-breaking flight cancellations, frustrating delays, and unruly passenger behavior – a reality underscored by a significant drop in passenger satisfaction with U.S. airlines during the COVID era, as revealed in a May J.D. Power survey.
But this vibrant scene, a celebration of new beginnings, perfectly encapsulated the optimism and ambition driving United Airlines as it embarked on its most significant transatlantic expansion to date during the spring and summer months. This bold move represents a calculated risk, a wager that travelers are yearning for unique experiences and destinations beyond the well-trodden tourist paths. The success of United Airlines Is Wagering That You’ll Want to Fly to Places Other Airlines Don’t hinges on identifying and catering to this growing desire for off-the-beaten-path adventures.
"We are in the midst of a growth strategy [that will make us] 25 percent larger than we were in 2019, and for the first time in the history of this company, we will be the single largest airline across the Atlantic," declared Patrick Quayle, United Airline’s senior vice president of international network and alliances. Quayle’s words, spoken at a gate celebration preceding the inaugural flight to Ponta Delgada in the Azores from Newark Liberty International Airport (EWR) in May, highlighted the scale of United’s ambition. "We will now serve more destinations in the Atlantic entity—Europe, Middle East, Africa, and India—than every other U.S. airline combined." This statement underlines United’s strategic shift towards becoming a dominant force in transatlantic travel, offering passengers an unparalleled range of destinations.
The new route to Ponta Delgada, a jewel in the Azores archipelago, held particular significance for Quayle, as it connected the airline to the homeland of his late paternal grandmother. This route is just one piece of the puzzle in United’s expansion strategy. New itineraries also included Amman, Jordan; Bergen, Norway; Palma de Mallorca, Spain; and Tenerife in the Canary Islands. What sets these routes apart is that none of these five destinations are currently serviced by any other North American carriers. This exclusivity gives United a unique selling proposition, attracting travelers seeking novel and unexplored locations.
The launch of these new destinations, announced in the fall, followed a staggered schedule that began in May and culminated on June 9 with the inaugural flight to Tenerife from Newark. Each route launch was a carefully orchestrated event, featuring pre-flight speeches, destination-themed refreshments and snacks, and cultural festivities that immersed passengers in the spirit of their upcoming adventure. Custom lapel pins and T-shirts adorned with vintage bag tag designs served as mementos of these special occasions.
"We are seeing a very strong recovery for high-end leisure travel as customers begin traveling again. This demand isn’t limited to places they know and love, but also to unique destinations across the globe," Quayle explained in an interview, adding that United anticipates a full recovery based on the promising booking trends observed as the summer season approached. This suggests that United’s bet on unconventional destinations is paying off, as travelers demonstrate a growing appetite for unique and enriching travel experiences.
United’s transatlantic expansion, as Quayle articulated, is a strategic opportunity to introduce travelers to new and exciting destinations, expanding their choices and providing a wider range of options for exploration. He emphasized that United Airlines Is Wagering That You’ll Want to Fly to Places Other Airlines Don’t and is uniquely positioned to achieve this goal due to its diverse fleet and its strong connecting hub in Newark. Newark offers significantly more domestic connections than JFK, serving as a crucial gateway for customers across the country to access European destinations. (All of the routes above go in and out of Newark except Amman, which operates out of Dulles International Airport in Washington, D.C.)
Quayle expressed unwavering confidence that these lesser-known locales will emerge as sought-after destinations for adventurous travelers and social media influencers alike, individuals constantly seeking out the next undiscovered gem. However, he acknowledged that establishing a destination as "trendy" requires time, effort, and a strategic approach.
"Because these are destinations that the vast majority of our customers haven’t been to, the first step in making this successful is increased awareness," Quayle stated. "In addition to United-led marketing and communication efforts, we have strong relationships with our existing partners, such as Marriott, and are also working closely with the tourism agencies in these destinations to help grow demand. We realize it will take some time. We will continue to closely evaluate these routes this summer to ensure we are offering the right levels of service to these destinations in the future. But if you look at [the new destinations] in totality, we’re seeing very strong interest from our consumers." This proactive approach, involving collaboration with tourism boards and leveraging existing partnerships, underscores United’s commitment to nurturing these new routes and ensuring their long-term success.
Quayle also acknowledged that United is pursuing a different strategy compared to its competitors, a gamble the airline is willing to take. "It’s worth noting that in the throes of the pandemic, there were many people and pundits who thought international travel was not going to come back," Quayle said in a press call back in May. "Many of our competitors took a very different approach from what we did and pulled down their wide-body fleets. We were quite unique in how we built our network. This isn’t something we [did] over the last week or month. We’ve been working on adding a historic amount of capacity across the transatlantic corridor for two years. We are seeing results, and that’s why we’re so upbeat." This contrarian approach, betting on the resilience of international travel, appears to be paying dividends for United.
Factors such as increased vaccination rates, improved therapeutic options, relaxed travel regulations, and a general desire to escape after prolonged periods of confinement have all contributed to a shift in passenger behavior.
"Every time, whether [due to] Delta or Omicron, you saw cases go up, you could immediately see bookings go down," Quayle said on the call. "We do not see that correlation anymore. People are ready to move on. Also, as travel restrictions are loosened, demand surges." This suggests a growing sense of confidence and a willingness to embrace travel despite ongoing health concerns.
In addition to launching new destinations, United’s expansion plan includes re-establishing routes that were disrupted by the pandemic, such as those to Zurich, Nice, Bangalore, and Tokyo Haneda. The airline also intends to increase the frequency of flights to popular tourist destinations across the U.K. and Europe, including London, Berlin, Dublin, and Rome. Quayle also emphasized United’s increased focus on enhancing the overall customer experience.
"We are more focused on the customer than ever before [to give them] an elevated and consistent customer experience with investments [in] our loyalty program, Polaris service, new lounges, cutting-edge seatback entertainment, and unique aircraft configurations with more premium seats and an enhanced onboard experience." These investments reflect United’s commitment to providing a comfortable and enjoyable travel experience, from pre-flight amenities to in-flight entertainment and seating options.
Many of United’s aircraft have undergone upgrades in recent years. For example, the Boeing 737 Max 8, which is used for the Azores trips, offers overhead bin space for every passenger, faster Wi-Fi, and Bluetooth headphone connectivity on the seatback screens. These improvements aim to enhance the passenger experience and cater to the needs of modern travelers.
However, United is not immune to the challenges facing the airline industry. Like other airlines, it has been affected by staffing shortages and pilot shortages. Due to a lack of available aircraft, United had to make the difficult decision to suspend seven long-haul flights in June. Additionally, the FAA only recently granted United permission to return its Pratt & Whitney-powered 777s to service—that model had been grounded since February 2021 after an engine explosion dangerously littered a Denver suburb with debris. The airline issued a brief statement acknowledging the adjustments made to its schedule due to resource constraints, including aircraft availability.
The affected long-haul routes, which are expected to resume in July, included:
Quayle addressed the pilot shortages and grounded aircraft, stating, "Given both of those challenges, we had to pull back a little of the capacity in the short term for this summer. We fully intend on bringing them back."
Despite these challenges, United remains optimistic about its transatlantic expansion and its ability to attract travelers to new and exciting destinations. The airline’s bold strategy represents a significant gamble, but one that could potentially reshape the landscape of transatlantic travel. The success of United Airlines Is Wagering That You’ll Want to Fly to Places Other Airlines Don’t will depend on its ability to effectively market these new destinations, provide a positive customer experience, and navigate the ongoing challenges facing the airline industry. Only time will tell if United’s wager will pay off, but the airline’s commitment to innovation and customer satisfaction suggests that it is well-positioned to succeed.
