IWC咨詢公司-航空公司收入創(chuàng)新：最酷產(chǎn)品和服務(wù)的全球樣本（英）-2023

Issued

24

May2022Issued

21

March

2023AirlineRevenueInnovations:

A

Global

Sample

oftheCoolest

Productsand

ServicesEight

ideas

by

airlinesall

overtheglobe:

AirAsia,

Cathay,

Delta,

easyJet,Eurowings,

Emirates,

Jetstar,

United.ContentsREINVENTINGSTARBUCKS

41.

AIRASIA

CHANGES

TO

CAPITAL

A

52.

EASYJET

GATEWAY

LOUNGE

AT

GATWICK

73.

EMIRATES

WORLD

RETAIL

EXPERIENCE84.

EUROWINGS

EMPTY

MIDDLE

SEAT95.

JETSTAR

FARECREDIT

CANCEL

OPTION106.

UNITED

CLUB

FLY

AT

DENVER

117.

LIFE

ELEVATED

W

ITHCATHAY

128.

DELTA

–

STARBUCKS

REWARDS

PARTNERSHIP

14THE

PATH

OF

GOOD

INTENTIONS

16The

distribution

of

this

reportis

made

possible

through

thesponsorship

ofCarTrawler.CarTrawler

is

the

leadingglobal

B2B

provider

of

c

ar

rental

andmobility

solutionstothe

travel

industry.

Our

purpose

is

to

drive

successful

partnerships.CarTrawler’s

end-to-end

technologyplatform

expands

our

airlineand

travel

partners’offeringsto

their

customers,

creating

substantialancillaryrevenueopportunities.

Weprovide

unrivalledbreadthand

depthof

content

worldwide,

includingcar

rental,privateairport

transfer

and

ride-hailing

services.CarTrawler

creates

innovative,

data-led

solutionsf

or

some

of

thelargest

travelbrands

in

theworld,

including

UnitedAirlines,

AmericanExpress,

easyJet,

AlaskaAirlines,

SWISS,

H

and

Emirates.

As

a

B2B

companywe

focussolelyonhelping

our

airline

and

travel

partnersbuild

their

brands,

not

our

own.Issued

by

IdeaWorksCLLCShorewood,

Wisconsin,

USAwww.IdeaWorksCAirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

1AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

2About

Jay

Sorensen,Writer

of

the

ReportJay

Sorensen’s

research

and

reports

have

made

him

a

leading

authority

on

frequent

flyerprogramsand

the

ancillary

revenue

movement.

He

isa

regular

keynote

speaker

at

ancillaryrevenue

and

airline

retail

conferences

and

has

testified

to

the

US

Congress

on

ancillaryrevenue

issues.

Hispublished

works

are

relied

upon

by

airline

executives

throughout

theworld

and

include

first-everguides

on

the

topicsofancillary

revenue

and

loyaltymarketing.Mr.

Sorensen

has38

yearsexperience

in

product,partnership,

and

marketingdevelopment.As

president

ofthe

IdeaWorksCompanyconsulting

firm,

he

has

helpedJay

with

sons

Anton

and

Alekseiat

Artist’s

Point

inboost

airline

revenue,

startedYellowstoneNationalPark.loyalty

programsand

co-branded

credit

cards,

developed

productsin

the

service

sector,

and

helped

start

an

airlineand

other

travel

companies.

His

career

includes13

years

at

Midwest

Airlinesw

herehe

wasresponsible

for

marketing,

sales,

customerservice,

product

development,operations,planning,

financial

analysis

and

budgeting.

Hisfavorite

activitiesare

hiking,exploring

andcamping

in

USnational

parks

with

his

family.About

Eric

Lucas,Editor

of

the

ReportEricLucas

isan

international

journalist

whose

work

hasappeared

inMichelin

travel

guides,

Alaska

Airlines

Beyond

Magazine,

EpochTimes,Westways

andmanyother

publications.

Founding

editor

ofMidwestAirlinesMagazine,

he

is

the

author

of

eight

books.

Eric

hasfollowed

and

written

about

the

travel

industryfor

more

than

30

years.He

liveson

San

Juan

Island,Washington,where

he

growsorganicgarlic,

apples,

beans

and

hay;

visit

him

online

atTrailNot4S.Eric,

at

his

favoritesummer

retreat,

Steens

Mountain,

Oregon.Disclosure

toReaders

of

this

ReportIdeaWorksCompanymakes

every

effort

to

ensure

the

qualityof

the

information

in

thisreport.Before

relying

on

the

information,

you

should

obtain

appropriate

professional

advice

relevantto

your

particular

circumstances.

IdeaWorksCompany

cannot

guarantee,

and

assumes

nolegal

liabilityor

responsibilityfor,

the

accuracy,currencyor

completenessof

the

information.The

viewsexpressed

in

the

report

are

the

viewsof

the

author,

and

do

not

represent

theofficial

view

of

CarTrawler.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

3Airline

Revenue

Innovations:

A

GlobalSample

ofth

e

CoolestProducts

and

ServicesREINVENTINGSTARBUCKSI

always

seekout

examplesfrom

outside

theairlineindustry

to

help

us

better

ourbusiness.

Starbucksis

an

excellent

source

of

inspiration

because

it’s

profitable,growing,

andglobal.

The

two

words

in

the

heading

abovedefine

thecurrent

missionforStarbucks.

Leadershiprealized

itsmarket

changedduring

the

pandemic,

andthat

the

company

hadstrayed

fromits

corebeliefs.Starbucksis

embracingchange

to

definea

pathforward.

Likewise,

theinnovationsin

thisreportdescribehow

airlines

allover

the

world

arereinventingtheirservicestobe

distinctive,

moreprofitable,

and

industryleading.ThisShanghairetail

“l(fā)ab”

location

fieldtests

new

store

designsand

operatingmethods

to

reducewaste.

Image:

StarbucksThe

process

of

reinventionbegins

with

an

excellentdefinition

of

what

you

aspire

to

be;

this

identifies

your

destination.

Frank

Britt,

EVPand

Chief

Strategyand

TransformationOfficer

provideda

tour-de-force

descriptionof

the

Starbucks

missionandbrand

during

their

2022

Investor

Day:“We're

a

human

connection

company

that

uses

coffeeas

our

mediumtoenable

that

to

happen

at

scale,

and

that

is

the

essenceof

the

brand

ofStarbucks.

And

that

is

why

we

are

always

quite

declarative

that

we

areapremiumcoffee

company.

We

are

not

a

food

company.

We'renot

even

abeverage

company.

We'reapremiumcoffee

companybecause

that

is

thesoul

of

the

company.”AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

4Let’s

reviewsome

of

the

majorchanges

thiscompanyhas

experienced.

AmongStarbucks

customers,

70

percent

now

seeka

coldcoffee

beverage,

50

percentuse

drive-throughfacilities,

25

percent

of

orders

occurthroughthemobileapp.1Concurrent

with

this,

its

employees

are

joiningunions.

The

company’s

chiefmarketing

officer

readilyadmitted:“Our

stores

were

built

for

a

different

era,

an

era

that

didn't

anticipate

thevolume

and

complexity

of

the

businessthat

we

would

see

today.

Andthat

is

why

weare

reinventing.”It’s

a

clear-eyedconfessionwhich

providesdirect

marchingorders

for

the

need

f

orinnovation.

Premium

coffee

andproduct

innovation

comprise

the

strands

of

thecompany’s

DNA.

Starbucks

has

numerousconcept

stores

and

coffee

labs

aroundtheworld

to

identify

new

technologies.

The

Tryer

Center

on

the

first

floor

of

itsheadquartersbuilding

in

Seattle

is

a20,000

square

foot

ideas

lab.

It

has

rapidlyreconfigurable

store

layouts,

product

development

and

testingareas,

aworkingdrive-through

window,

and3-D

printing

to

fulfill

the

company’s“ideas

to

actionin

100days”

mantra.2By

comparison,

the

researchanddevelopment

methods

of

many

companies

areoften

accidental,

undefined,

unfunded,

andonly

utilized

when

required

by

crisis.Starbucks

uses

a

diligent,

disciplined,

and

robustly

fundedapproachdesigned

tocreate

a

continuing

pipelineof

results.

For

example,

the

Tryer

Center

conductsitsresearch

usingactualfrontlineemployees

in

theresearchand

developmentprocess.There

is

much

to

learn

fromthe

Starbucks

example,

alongwith

the

eight

airlines

andthe

ideas

presented

in

thisreport.1.

AIRASIACHANGES

TO

CAPITAL

ACapital

A

is

the

new

nameof

AirAsia

Group.

While

Starbucksis

singularly

focusedon

its

roots

as

a

premium

coffee

company,

Capital

A

is

undertakingasignificantchange

by

becominganAsian

conglomerate.

It’s

anapproachdistinct

fromStarbucks

and

very

differentfrom

theairline

industryaswell.

In

January2022

thegroup

announced

it

wouldbecome

“more

thanjust

anairline.”3

Thisrepresentsinnovationon

a

group-widescale.Branding

statement

at

the

CapitalA

website.1Brady

Brewer,

CMO

andEVP,

Starbucks,

Starbucks

2022InvestorDay

transcript.2“Inside

theTryer

Center,

the

Starbucks

lab

whereanything

is

possible”S

pagereviewed

January

2023.3AirAsiaGroupis

now

CapitalA,

press

releasedated

28

January

2022

at

AirA.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

5Theendeavorfocuses

on

the

AirAsia

Super

App

which

intendsto

combineawidevarietyof

retail

andmediaactivities.

Thisis

definitelyawork-in-progress

in

whichthe

companyhas

bet

its

futureon

the

ambition

“To

be

the

top

online

travel

agent

inAsean,”

according

to

T

an

Mai

Yin,

CCO,AirAsia

Super

App.4

The

acronymrefersto

the

nations

of

Southeast

Asia,

whichcovers

10

memberstates.

Capital

Awants

to

go

beyondaloose-knit

affiliationof

companies

in

finance,

logistics,

airtravel,

catering,

airport

operations,

onlinegrocery,

and

venture

capital,

to

acustomer-facingpowerhouse.

It’s

a

hugegoal.As

of

the

3rd

quarter

of

2022,

revenuesproducedby

the

four

airlines

andassociated

companies

under

the

AviationGroup

banner

comprise

88percent

ofCapital

A

revenue.5

That

leaves

12percent

fromnon-aviationbusinesses,which

is

far

from

the

50

percent

levelTonyFernandes,

CEO

of

Capital

A,anticipates

by

2026.Usage

numbersfor

the

Super

Appareimpressive

with10

millionmonthlyactiveusers

and

annual

gross

booking

valueofapproximately

$2.5

billion.

But

this

is

farbelow

mega-OTAsT

(China)

andBooking

Holdings

which

each

exceededgross

bookings

of

$75billion

f

or

2021.The

flight

booking

functionaggressivelyseeks

to

provide

OTA-style

availabilityHere's

ascreenshot

of

the

AirAsiaSuper

Appwith

access

to

more

than

700

airlines

and

home

pageusing

an

Androidphone.more

than700,000hotels

worldwide.

The“Transport”

section

displays

itineraries

usingmotor

coach,

railway,

and

taxi

withafocus

onSoutheast

Asia.

The

SNAP

promotes

air-inclusiveholidaypackages,

whilePlayprovides

onlineentertainment.

The

companyhas

broad

plansto

expand

retailand

servicesselectionsconsistent

with

its

“l(fā)ifestyle”

theme.4“How’s

AirAsiaSuperAppdoing

as

anOTA?”YouTubevideoreleased

by

AirAsiaon

06

September2022.5CapitalA

3rd

QuarterResults

Presentation

dated30

November2022.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

6Here

are

some

of

the

resultsI

foundwhile

playingwith

theapp.

You

can

search

f

orground

transport

between

Bangkokand

ChiangMai

and

have

the

ability

to

book

aluxurymotor

coachwith

business-classseating,

first

classsleepingcabins

onThaiRailways,

or

a

taxi

for

the

690km

(430

mi)

journey.

The

flight

searchfunctionis

verygood,

but

gaps

exist.

Searching

amarket

not

served

by

AirAsia,

such

as

Istanbul

–Singapore,

yields

a

large

selectionof

choices,

such

as

nonstop

flights

onTurkishAirlines,

or

connecting

flights

on

other

airlines,

which

sometimesinclude

a

segmenton

AirAsia.

But

attemptinga

search

f

or

connections

betweenKualaLumpur

andBeijing

CapitalAirport

(PEK)is

impossible

because

only

Beijing

Daxing

(PKX)

islistedas

a

choice.

Likewise,

a

search

betweenKuala

Lumpur

and

Sydneyonlydisplays

a

solitaryAirAsiaX

flight;

a

similar

searchon

Expedia

displays

14

additionalpossibilities

on

other

airlines.The

conversionof

AirAsiaGroup

intoa

conglomeratemeeting

the

many

wants

anddesires

of

everyday

consumers

will

be

auniqueandchallengingjourney

f

or

CapitalA.

There

maybea

pot

of

gold

at

theendof

thisrainbow

and

the

companywill

likelyneed

the

luck

of

an

Irishleprechaun

to

reach

it.

CapitalA

represents

a

level

ofinnovationon

a

scale

theairlineindustry

rarely

sees;

a

successful

outcome

would

beideally

positioned

to

serve

Asia’s

leisure

oriented,

tech-savvy

travelers.2.

EASYJET

GATEWAY

LOUNGE

AT

GATWICKEasyJetis

rareamong

low

cost

carriers

(LCCs)for

offeringairport

lounge

benefits.Among

networkairlines,

lounges

are

very

popular.

Thisis

surprising,

becauseairlinelounges

werean

endangered

species

about

ten

years

ago.

Thesewere

largelyviewed

as

“cost

centers”

because

theywere

primarily

deployed

as

a

free

amenity

f

orbusinessclasspassengers

and

elitetiermembers.Theancillary

revenuerevolution

changed

thatin

anumber

of

ways.Annual

paidmemberships

arepromoted,

dailypassesare

sold

in

the

bookingpath,

andhigher-feecredit

cardscan

includelounge

access.

The

tidehas

certainly

changed,with

global

networkEasyJet's

Gateway

LoungeatGatwick

isa

collaborationwithoperatorNo.1Lounges

and

features

all

the

usual

perks

suchas

drinks

and

food.airlines

eagerlyofferingmore

lounges

with

better

amenities.

Travelersnow

lamenthow

popular

the

lounges

havebecome

because

theyareoften

full.

It

is

a

happyproblemfor

airlines

to

have.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

7EasyJet’sGatewayloungeatitsGatwickhubopened

October

2021andofferscomplimentary

hot

and

cold

food,

freshly

preparedand

servedto

guest

tables,alongsidea

rangeof

self-serve

side

dishes

and

hot

and

colddrinks.6

It’s

a

fee

basedlounge

with

passes

available

for

1,

2,

and

3hour

visitsstartingat

￡18.99.Recently

the

airline

has

been

experimenting

with

including

lounge

access

as

anamenity

for

passengersbuyingits

businesstravel

oriented

Flexi

Fare.

The

airlinebegan

offeringaccessto

Flexi

Fare

travelersin

September

2022

f

or

a

limitedperiod.Thisbenefit

was

extendedthrough

March

2023.

It’s

fascinating

to

watcha

low

costcarrier

adopt

themethods

of

global

airlines

to

attract

business

travelers.

AirAsia

wasan

earlyadopter

among

LCCs

with

its

Kuala

Lumpur

loungewhich

opened

in

2016.

Ibelieve

more

LCCs

will

launch

brandedlounges

basedupon

the

double

benefit

ofgeneratingancillary

revenueandattractingmore

businesstravelers.

Might

wesomeday

seebranded

conceptsfromSouthwest,

JetBlue,

anddareI

say

.

.

.

evenRyanair?3.

EMIRATES

WORLD

RETAIL

EXPERIENCEEmirates

enhanced

its

primary

Dubairetail

locationat

theendof

2022.7

Airline

ticketoffices

once

routinelygraced

the

centralbusinessdistricts

oftheworld’smajorcities.

The

largefacadescarried

theairlinelogo

in

giantsizeand

alargedisplaywindowwouldfeature

amodelaircraft.

But

this

wasthe

limit

of

the

retaileffort

–

it

was

anexpensivelocation

f

orthe

issuance

of

papertickets.

This

was

nota

resilient

model

f

orthe

digital

age.

Thetrend

for

self-serviceHis

Highness

SheikhAhmed

bin

SaeedAl

Maktoum,

Chairman

andChief

Executive,

Emirates

AirlineandGroup,

andAdnanKazim,

CCO

ofEmirates

Airline

view

thepremium

economy

seat,

oneof

the

manyexperiences

anddisplays

at

theEmirates

World

retailstore.infatuated

theindustry

for

decades

with

some

airlines

experimentingwith

a

physical

presence

toboost

awareness

and

sales.6“easyJet

opening

doors

to

its

first

airport

lounge

at

LondonGatwick

Airport”press

releasedated

20October2021

at

easyJ.7“Emirates

reimagines

retail

travelexperience

with

officialdebut

of‘Emirates

World’in

Dubai”pressreleasedated

28November2022

atE.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

8Pop-up

displays

were

popular

among

retailers

anda

few

airlines

in

the

2000s.

DeltaAir

Lines

had

a

temporary

storefront

in

New

York

City

to

promote

its

premium

inflightserviceand

global

destinationsf

or

a

scant

6-weekperiod.8

Gourmet

snacks

wereserved

throughout

the

dayand

cocktailswereofferedat

the

“The

Midnight

SkyBar”in

the

evening.

By

contrast,

the

Emirates’initiative

is

not

temporaryand

is

far

moreoriented

to

inspire

travel

and

helpconsumers

plan

actual

itineraries.Emirates

W

orld

offers3,000

square

feetof

lounge-like

retail

spacewhich

combinesphysical

and

virtual

reality

displays.

Premium

economy

seats

are

on

displaywithfirst

classsuites

andtheonboard

loungeof

the

Airbus

380aircraft

rendered

in

a

life-size

presentationusingvirtual

reality

technology.

Cross-trainedrepresentativesprovideone-stop

service

f

or

airline

services,

loyaltyprogram,

and

vacation

planning.Brandedmerchandise

is

also

available

f

or

purchase

from

the

Emirates

Official

Storeand

Costa

Coffee

baristas

providecoffee,

teaandotherrefreshments.Theairline

plansto

introduce

more

EmiratesW

orld

locations

throughout

its

networkduring

the

next

threeyears.

Theseretail

stores

will

fall

into

three

categories,including

the

full-fledgedEmiratesW

orld

concept,

the

Travel

Store

model,

andTravel

Kiosks.

It

seems

more

salescan

be

gained

by

a

strategywhich

includes

amixtureof

digital

and

physical.

Look

f

or

moreairlines

to

adopt

a

style

of

“retailescapism”

by

offering

immersiveexperiencesthatmake

travel

planningenjoyableandentertaining,

coupled

with

skilledand

personalized

service.94.

EUROWINGS

EMPTY

MIDDLE

SEATWhileofferingan

emptymiddle

seat

is

not

an

innovation,

Eurowings

has

automatedthe

processin

its

bookingpath.

Blocking

the

middle

seat

is

an

expedient

method

f

orLCCs

to

createa

premium

seatingzone

to

attract

businesstravelers.

It

mimics

the“businessclass”

seatingprovided

by

sistercarrier

Lufthansaon

short-

and

medium-haul

flightsin

Europe.No

callrequired,

or

waitinguntilairport

check-in.

The

choiceof

having

anempty

middleseatrepresents

thefirst

step

of

the

assigned

seatingprocess

inthebooking

path.8“DeltaBrings

Award-Winning

In-Flight

Experiencefrom

the

Skies

to

theNew

“SKY360°by

Delta”inNew

York

City”02October

2007

press

release

at

D.9“Forget

Retail

Therapy.

Welcome

to

RetailEscapism”articledated

12

December2022

atTotalR.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

9Theeasiest

way

to

add

the

empty

seat

option

is

to

promote

its

availability

just

priortoboardingat

the

airport.

Customerscan

request

theguaranteeof

an

emptyadjacentseat

and

the

gateagent

canquickly

determine

if

a

seat

can

be

blocked

f

or

a

fee.Another

method

offersthe

feature

through

the

call

center.

For

example,

Lufthansaalso

offers

a

vacant

neighborseat

service

in

economy,

but

consumersare

requiredto

callto

request

it.

Revenuemanagement

determinesif

the

sale

is

advantageous,and

the

callcenter

agent

then

blocksthe

seat.Under

everymethod,

goodpractice

requirescabin

crew

to

enforce

the

blocked

seatfor

the

benefit

of

the

passenger

who

booked

it.

Headrest

covers

notating“blockedseat”

or“keep

empty”shouldbe

usedto

reinforce

themessage

to

mitigate

conflict

inthe

cabin.Eurowings

keeps

the

product

off

er

very

simple.

It

does

not

promise

early

boardingor

other

perks

such

as

free

drinks.

Surprisingly,

it

can

be

purchasedwith

anyof

itsbranded

fares,

from

Basicto

Smart.

Pricesstart

at

€10and

fees

were

observed

tovarybasedupon

demandon

a

specificroute.

Eurowingsdedicates

rows

1through

3to

a

businessclass

which

includesfast

trackandhot

snacks.

The

empty

seatserviceallows

theairline

to

generate

more

revenue

from

passengers

who

desiremore

comfort,

but

are

unwilling

to

splurgeon

a

businessclassfare.5.

JETSTAR

FARECREDIT

CANCEL

OPTIONJetstarsells

FlexandMaxbundles

which

allowfee-free

changes

and

cancellation

ofbookings.

The

base

Starter

fare

and

Plus

bundleare

not

refundable

(limitedexceptions

apply

under

law)

and

impose

fees

f

or

reservation

changes.

Just

prior

tomaking

payment

in

the

bookingpath,

Jetstar

offersthe

FareCredit

option

toconsumers

who

have

selectedthese

restricted

fares.

Thisprovides

credit

f

or

thefareand

a

la

carteoptions

when

they

cancel

abooking

f

or

any

reason.

FareCredit

isfulfilledas

atravel

voucher

and

does

not

provide

a

cash

refund.

It’s

an

effectivewayto

encourageadditional

spending

from

consumersbeforethey

close

the

transaction.FareCreditappears

inthebookingpath

on

the“Review

andPay”

page

just

before

theplace

whereconsumers

enter

credit

carddetails.AirlineRevenue

InnovationsIdeaWorksCompany

?

2023

Page

10The

traveler

is

required

to

cancel

the

reservationbefore

their

flight

opens

f

or

airportcheck-in,

which

is

typically3hoursbefore

departure

(more

clarity

f

or

consumerswould

be

helpful

here).

The

airline

issues

thevoucher

within

24

hours

via

email.Voucher

validity

is

a

generous3

years

f

or

original

bookings

madeon

Jetstar

Airways(JetstarJapan:

6months,

Jetstar

Asia:18months).

The

amount

paidfor

the

fareandoptional

extras

is

protected,

while

these

items

are

not:

accommodations,

c

arrental,

and

travel

insurance.I

querieda

number

of

routesto

assess

how

FareCredit

is

priced.

On

the

low

end

offares,

suchas

AUD

43

($29)

FareCredit

was

pricedatAUD

14.50

($10)which

isapproximately

34

percent

of

the

fare.

For

a

much

higherfare,

such

as

AUD1,818($1,220)

FareCredit

was

priced

at

AUD

111.60

($75)

and

thisis

approximately6percent

of

the

fare.

The

percentagedrops

as

the

fare

increases.

Surprisingly,adding

ala

carte

items

to

the

shopping

cart

didnot

affect

the

FareCredit

calculation.“Cancel

for

any

reason”

becameapopular

travel

insurance

off

er

duringthepandemic.

FareCredit

effectivelyprovides

the

sameguaranteewithaminimumofterms

andconditions.

Placing

the

off

er

at

theendof

the

bookingpath

provides

onelast

bit

of

caution

f

or

consumers

who

have

purchased

a

basicfare.

They

can

startthe

process

over

and

optf

or

ahigher-priced

bundlewhich

includeschangeandcancellationprovisions.

Or

they

cancomplete

their

bookingwith

more

knowledge

ofthe

risks

theyhaveagreed

upon.

An

educated

consumer

is

thebest

customer.6.

UNITED

CLUB

FLY

AT

DENVERUnited

surveyed

its

airline

cluband

loungevisitors

and

foundthat

more

than54

percentwant

to

take

foodor

drinks

togo.10

That

prompted

theairline

to

create

the

ClubFlygrab-and-go

concept

whichwas

introducedat

DenverInternational

Airport

inNovember

2022.

It’sgreat

tosee

this

idea

finally

take

flight.Backin

2009,

I

proposedasimilar

“AirTran

Pit

Stop”

aspart

of

a

project

f

or

the

formerAirTran

Airways.

United’splan

Quick

trip.

The

market-style

clubfeatures

a

variety

of

non-goes

much

further

with

awide

alcoholic

drinks,

premium

snacksandeven

afavorite

barista-arrayof

amenities.made

coffeebeverage.Image:

United10“United

Customers

CanGrab-and-Go

at

New

Airport

Club

in

Denver”

press

releasedated

07November2022

at

U.AirlineRevenue