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Every airline has its horror stories, of course—air travel is full of opportunities for customer disenchantment. But United has proved an industry leader: On all major performance metrics—delays, cancellations, mishandled bags, and bumped passengers—United has, since 2012, been reliably the worst or near worst among its competitors. In 2012, according to the U.S. Department of Transportation, United was responsible for 43 percent of all consumer complaints filed against U.S. airlines. It finished last among North American nondiscount airlines in the 2015 J.D. Power & Associates customer satisfaction survey. Recently the carrier agreed to pay $2.8 million in fines for tarmac delays and the poor treatment of disabled passengers. “United is off-the-charts worse than anything I’ve ever seen,” says Lenny Mendonca, a retired senior partner at McKinsey. Despite having flown more than 3 million miles with the airline, he says, “If I have any other alternative, I will fly someone else.”
It’s been five years since United Airlines and Continental Airlines combined to form what was at the time the world’s largest carrier, and the merger hasn’t gone well. In 2012 and early 2014, when American Airlines Group, Delta Air Lines, and Southwest Airlines reported large, and in some cases, record profits, “the new United” lost money. Earnings calls became an opportunity for then-Chief Executive Officer Jeffery Smisek to apologize. “I know we created some customer disservice because of all the changes we made so quickly, and I apologize for that,” Smisek said in July 2012. “We know we can do better and are taking actions to do just that,” he promised in April 2014.
United is buying Continental, and the combined company will keep the United name and be based in Chicago. Jeffery A. Smisek, Continental’s chief executive, would run the company. If the deal wins antitrust approval, the merged airline would replace Delta Air Lines as the top carrier.
The boards of both companies met Sunday to approve the all-stock deal, according to people familiar with the companies who spoke on condition of anonymity because the negotiations were delicate. The UAL Corporation, United’s parent company, would issue 1.05 shares for each Continental share, valuing the acquisition at $3.17 billion, based on Friday’s closing price. The merger is expected to be completed before the end of the year.
For consumers, the merger could eventually result in higher prices. Though the new company does not intend to raise fares, according to the people briefed on the matter, one of the rationales for airline mergers is to cut capacity. That reduces the number of seats in the industry and allows airlines to increase fares.
Every airline has its horror stories, of course—air travel is full of opportunities for customer disenchantment. But United has proved an industry leader: On all major performance metrics—delays, cancellations, mishandled bags, and bumped passengers—United has, since 2012, been reliably the worst or near worst among its competitors. In 2012, according to the U.S. Department of Transportation, United was responsible for 43 percent of all consumer complaints filed against U.S. airlines. It finished last among North American nondiscount airlines in the 2015 J.D. Power & Associates customer satisfaction survey. Recently the carrier agreed to pay $2.8 million in fines for tarmac delays and the poor treatment of disabled passengers. “United is off-the-charts worse than anything I’ve ever seen,” says Lenny Mendonca, a retired senior partner at McKinsey. Despite having flown more than 3 million miles with the airline, he says, “If I have any other alternative, I will fly someone else.”
It’s been five years since United Airlines and Continental Airlines combined to form what was at the time the world’s largest carrier, and the merger hasn’t gone well. In 2012 and early 2014, when American Airlines Group, Delta Air Lines, and Southwest Airlines reported large, and in some cases, record profits, “the new United” lost money. Earnings calls became an opportunity for then-Chief Executive Officer Jeffery Smisek to apologize. “I know we created some customer disservice because of all the changes we made so quickly, and I apologize for that,” Smisek said in July 2012. “We know we can do better and are taking actions to do just that,” he promised in April 2014.
United is buying Continental, and the combined company will keep the United name and be based in Chicago. Jeffery A. Smisek, Continental’s chief executive, would run the company. If the deal wins antitrust approval, the merged airline would replace Delta Air Lines as the top carrier.
The boards of both companies met Sunday to approve the all-stock deal, according to people familiar with the companies who spoke on condition of anonymity because the negotiations were delicate. The UAL Corporation, United’s parent company, would issue 1.05 shares for each Continental share, valuing the acquisition at $3.17 billion, based on Friday’s closing price. The merger is expected to be completed before the end of the year.
For consumers, the merger could eventually result in higher prices. Though the new company does not intend to raise fares, according to the people briefed on the matter, one of the rationales for airline mergers is to cut capacity. That reduces the number of seats in the industry and allows airlines to increase fares.
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