United Airlines Communication Plan By Tania P. Donovan

Elements of Communication Planning !1
ASSIGNMENT 5: Final Plan
ASSIGNMENT 5: FINAL PLAN
UNITED AIRLINES
SEEKS TO INCREASE
CUSTOMER SATISFACTION AND HALT FAA REGULATIONS
TANIA P. DONOVAN
MPPR-505-40 Elements of Communications Planning
December 12, 2017

BACKGROUND
EXECUTIVE SUMMARY
United Airlines is facing a crisis in customer service. There have been a number of
incidents violating the trust of customers and bringing the airline negative attention. These
incidents have triggered some very strong messages to United Airlines: United let its customer
get hurt, apologize and when you do, mean your apology; further Federal Aviation
Administration (FAA) regulation could be imposed upon the airline if customer service is not
improved, and United employees and staff need proper training in customer service.
As a result, there is an underlined demand for government intervention by the Federal
Aviation Administration. Upset customers have gone as far as proposing a mandate that the
airline CEO personally provide updates every three hours during mass disruptions such as have
been seen with other airlines experiencing disruptions (Forbes, 2017). United Airlines must find
the balance between delivering outstanding customer service, making sure its employees who are
on the frontline are representing the airline ethos, and making sure the FAA doesn’t have to
enforce new regulations on the airline.
The airline is also being presented an opportunity to improve its reputation by delivering
improved customer service, to offer develop and offer training programs that can develop their
customer service representatives and staff, and the opportunity to engage FAA representatives to
inform and educate them of United’s efforts to improve customer service. To do this, the airline

must have a communication plan that addresses the publics that, if addressed, will make the most
impact on the airlines current situation.
This plan will address three audiences: boomer travelers, United Airlines employees and
staff members, and members of the Federal Aviation Administration. Addressing the boomer
travelers will reinstate the importance of a loyal customer-base and the power of word-of-mouth
reputation. Addressing the United Airlines employees and staff will focus the airlines efforts on
developing customer service skills in workers who are on the frontline of customer service, and
have the most power to affect a customers experience. Last, addressing and influencing FAA
representatives will strive to achieve a halt on further regulations imposed on the airline.
This communication will offer opportunities for United Airlines to address an external
audience, and internal audience that can make a great difference in their overall delivery of
outstanding customer service, and the audience (FAA) that has the power to impose regulations
on the airline.
It will be key to implement the plan with a holistic focus. Positive customer service
should not be isolated to those receiving the new and improved training, and the boomer
audience should not be the only audience to receive exclusive offers. These newly developed
programs as part of our communication plan should apply to all customers and all future
potential customers, no just the ones identified as primary audience.
The total cost of this communication plan will be $318, 250.00 and will begin in January
of 2018. With spring break and summer travel being high peaks of travel for our public of
boomers, among others, it is a perfect time to implement our plan.

EXTERNAL ENVIRONMENT
Political and Economic:
Two very recent and strong messages for United Airlines echoed through the news
channels, social media, loyal customers of United Airlines and even government (Saborio, 2017):
United let its customer get hurt and when it gives an apology, the apology should be genuine.
Such is the current demand for government intervention based on the recent concerns on behalf
of customers that some are proposing a mandate that Airline CEOS personally provide updates
every three hours during mass disruptions such as have been seen with other airlines
experiencing disruptions (Forbes, 2017). Additional regulations would hinder operations for
United Airlines as it would add requirements, personnel, time, and money to efforts that will not
directly affect United’s bottom line.
Enduring Social Issues:
United Airlines faces engaging a generation that sees face-to-face customer service as a
thing of the past. In fact, even over the phone customer service is every day more a thing of the
past too. New generations are taking on to Twitter to get the information they need, to resolve
issues, and to vent about their problems with the product or the service. United Airlines, like
most businesses, need to find the way and mediums to deliver state of the art customer service
via social media while maintaining a grasp on their phone and front desk smiles (customer
service) as well.

INDUSTRY
Delta, Southwest, and American Airlines are the three leading airlines in the industry in the
United States. United is considered the world’s most comprehensive global route network with
international gateways to Asia and Australia, Europe, Latin America, and the Middle East with
non-stop or one-stop service from virtually anywhere in the United States. A modern fleet of the
most fuel-efficient among U.S. network carriers (when adjusted for cabin size), and has an
industry-leading loyalty program that provides more opportunities to earn and redeem miles
worldwide. Approximately 88,000 employees reside in every U.S. state and in countries around
the world (United.com, 2017). The airline industry today generates $1.7 trillion in U.S.
economic activity and more than 10 million U.S. jobs. (Airlines for America, 2017). The
domestic airlines industry has expanded over the past five years, as rising levels of per capita
disposable income, consumer confidence and total corporate profit have bolstered demand from
both business and leisure travelers (IBIS, 2017). This expansion has led to price competition in
recent years as low-cost airlines like Spirit and Allegiant continue to reach passengers with no-
frills service options. (IBIS, 2017)
CLIENT
United Airlines was the creation of aviation pioneer William Boeing who started out in the
business in 1916. His Boeing Airplane Company, as it was then called, achieved the first
international postal delivery in 1919 and he went on to establish United Aircraft Corp. in 1928.
(Century of Flight) Through the airline's parent company, United Continental Holdings, it is
publicly traded under NYSE: UAL with a market capitalization of over $18 billion as of

September 2014. United Airlines prides itself in its service and dedication to customers. More
than 50 United Clubs and lounges in 31 airports worldwide offer members complimentary bar
service, light snacks and beverages; business amenities such as Wi-Fi, wireless printing and
workstations; and personalized assistance with reservations, seat selection, upgrades and
boarding passes. Making the airline and its lounges appealing to customers all over the world.
(United.com 2017) United is a leading passenger and cargo airline, serving destinations in 30
countries from hubs like Chicago, Denver, Houston, Los Angeles, San Francisco, Tokyo, and
Washington, DC. United also has a subsidiary, United Express, operating a fleet of 700 mainland
aircraft. (United.com)
Companies:
Delta, Southwest, and American Airlines are the three leading airlines in the
Airline industry within the United States.
For United Airlines specifically:
• United is considered the world’s most comprehensive global route
network with international gateways to Asia and Australia, Europe,
Latin America, and the Middle East with non-stop or one-stop service
from virtually anywhere in the United States
• A modern fleet which is the most fuel-efficient among U.S. network
carriers (when adjusted for cabin size)
• Industry-leading loyalty program that provides more opportunities to
earn and redeem miles worldwide

• Approximately 88,000 employees reside in every U.S. state and in
countries around the world (United.com, 2017)
Dollar Sales: The airline industry today generates $1.7 trillion in U.S. economic activity
and more than 10 million U.S. jobs. (Airlines for America, 2017)
Growth: The domestic airlines industry has expanded over the past five years, as rising
levels of per capita disposable income, consumer confidence and total corporate profit have
bolstered demand from both business and leisure travellers (IBIS, 2017). This, however, has led
to price competition within the industry intensifying in recent years as low-cost airlines like
Spirit and Allegiant continue to reach passengers from industry leaders through no-frills service
options. (IBIS, 2017)
Challenges: Smaller, more competitive, no-frills airlines are quickly gaining on the
industry by offering the basics that people want to get. These new, small but competitive airlines
are becoming more quick to deliver at a cheaper price, which customers seem to like and
appreciate.
• Spirit Airlines reported August 2017 increases of 20.6% and 21.9%,
respectively, in revenue passenger miles (RPMs) and available seat miles
(ASMs) year over year. Both these results are well above other major
airlines. (Miller, 2017)
Technological Investments: Over the recent years, applications on the phone have
become more prominent and a better and faster way to delivery great customer service (United
Airlines App on Apple Store). Particularly millennials are looking for quick responses,
convenient (don’t have to log into a website with a member number or a password), and see

results almost immediately. In addition, more and more customers are looking for a method to
be heard. This is why social media investments are critical to how business is being done today.
Having an app on the phone means that customers can see or be told of problems with their
flight, airport, transportation, etc. far in advance. The less a customer is affected by last minute
problems, the less the customer will be upset. The more informed, the more they are going to be
willing to accept unfortunate things that happen when traveling. Keeping customers in the dark
and with no information is never a good idea. This makes technology advancements that much
more critical for delivering proper and instant customer service.
SERVICE OR ISSUE
A recent fall in customer service has put United Airlines at the forefront of a battle in customer
service. Customer loyalty is decreasing, in addition to few promises to improve and even fewer
apologies for poor past behavior. The airline will continue to deteriorate unless it revamps its
customer service program and begins to attract customers based on loyalty, dedication, and a
long-term commitment to excellent customer service.
Everything from the CEO to the front desk staff have been heavily criticized for its
handling of customer service interactions. (USNews.com) The more responsibilities the airline
has over getting its customers from one place to another, the greater the opportunity for mishaps
with the customer. United Airlines has a long and detailed mission of its dedication to customers
and customer service. (United.com) The balance between delivery of a good product with good
service along with loyalty and commitment to customer is a challenging one.

Smaller, more competitive, no-frills airlines are quickly gaining on the industry by
offering the basics. These new small and competitive airlines are quick to deliver at a cheaper
price, which is also appealing to customers.
PROMOTIONS
United Airlines realizes the power that customer service has over their reputation and brand
name. The airline has a public “commitment pledge” to its customers. They seek to deliver a
high level of performance announcing that they have detailed training programs and system
enhancements to support their employees in meeting the commitments they make to their
customers. Some of these commitments include: Advise about lowest available fares, notifying
customers about delays, cancellations and diversions, deliver baggage on time, provide prompt
ticket refunds, treat passengers fairly, ensure responsiveness to customer complaints and provide
services to mitigate inconveniences resulting from cancellations and misconnections.
(United.com)
MARKET SHARE
United’s stock fell 1.1 percent, wiping out $255 million off the airline’s market cap (2017). Last
year, United Airlines soared 27 percent, surpassing rivals as investors cheered a new
management team’s turnaround plan. This year, shares are down 20 percent, the worst in the
pack. After falling ﬁve times more than a Standard & Poor’s index of the ﬁve biggest U.S.
airlines this year, United fell September 2017 to the lowest price in 10 months. (Sasso, 2017)

COMPETITION
In the U.S., United Airlines’ closest competitors are Delta Airlines, Southwest Airlines, and
American Airlines. Delta Air Lines is one of the world's largest airlines by traffic. Through its
regional carriers the company serves about 320 destinations in about 60 countries, and it operates
a mainline fleet of 800-plus aircraft. The airline serves nearly 180 million customers each year
and offers more than 15,000 daily flights with net revenue of $39.6 billion and net income of
$4.3 billion. (Hoovers.com) Southwest Airlines became the nation’s largest air carrier in 2003
and maintains that ranking based on the U.S. Department of Transportation’s most recent
reporting. Southwest is the only major U.S. airline to offer bags “fly free” for all passengers.
Southwest has a net income of $503 million, more than 55,000 employees delivering exemplary
Customer Service and more than 4,000 flights a day. (Southwest.com) American Airlines is one
of the largest in the world. After merging with US Airways in late 2013, the combined airline
operates nearly 6,700 daily flights to roughly 350 destinations in more than 50 countries. Its net
revenue for 2016 was $40 billion with a net income of $4.3 billion. (AA.com)
RESOURCES
In response to the incident in April, 2017, when a man was forcibly removed from a United
Airlines flight, House Transportation Committee Chairman Bill Shuster, R-Pa., said carriers
should use the notoriety of that incident to make long-needed improvements. If the airlines don’t
make changes, Congress is likely to step in, Shuster and other lawmakers said. (Dailey, 2017) At
a more local level, United has Public Relations teams that engage with public throughout the
year at community events like parades, volunteer events and partnerships with the American Red

Cross, Boys & Girls Clubs and Make-A-Wish Foundation. United’s reputation lies on the
loyalty of its customers; relationship building is essential to its survival.
There are competitive airlines, attractive pricing, and even better loyalty programs from
many airlines across the board. Scandals that involve poor customer service are not enticing
customers to make their bookings with United Airlines. Customer opinion is low and must
increase through building positive and personal relationships with the customer.
SWOT ANALYSIS
Strengths Opportunities
• Decades old
existence
• Service to 378
airports worldwide
• Reputation over
time
• Existing loyal
customers
• Market growth
• Millennial travel interest
• Online efficiency to market
and sell
• United’s Loyalty Program,
Mileage Plus
Weakness Threats
• Controversial
incidents
• Dedication of
resources
• Negative feedback
for customer service
• Competing
(internal) challenges
to reduce cost
• Oil price increase
• Intense competition for new
market (particularly smaller
airlines)
• Changing modes of marketing

MARKET RESEARCH
- The travel industry is a $7 trillion annual business accounting for 1 in 10 jobs
worldwide. (Gollan, 2017)
- Annual revenue stands at $132 billion (UA.com 2017)
- Annual growth of industry is 1.5 percent (UA.com 2017)
- Industry employment is 354,039 (UA.com 2017)
• Costumer attitudes and concerns: Customers are more likely to be
millennials who can be easily reached by social media platforms and who can
see the value in building a virtual relationship with United Airlines. This
might mean loyalty programs that make the customer feel special, social
online groups created and maintained by United Airlines that create unique
opportunities for customers to connect.
SITUATION ANALYSIS
United Airlines has a customer service problem. The airline has recently suffered in growth and
popularity due to an increase in customer service mishaps. Several incidents, like a man being
dragged out of a United Airlines plane, have made national and international headlines, instantly
dropping the airlines shares by the thousands. The airline needs to improve its customer service
programs with clean and specific guidelines to eliminate loss of faith from loyal and potential
customers. The airline must also improve its handling of crisis/situations; considering the
sensitivity of the matter. Further research shows that a growing competitive market from smaller

but ambitious airlines offers a significant threat to United’s overall popularity. A revamp of the
customer service program must also consider marketability, cost, and overall airline operations.
At the root of customer service are employees and staff of United Airlines. All employees and
staff are at the frontline and make lasting impressions for all customers. Employees must be
trained to deliver excellent customer service. The FAA poses the threat of escalating regulations
upon the airline in order to take care of all customers. Strict regulations on the airline can hinder
their programs and flexibility to reach audiences and may burden the airline with requirements.
United must communicate with the FAA that they can handle and improve the customer service
situation.
COPRE PROBLEM/ OPPORTUNITY STATEMENT
United Airlines has an opportunity to improve and make customer service their leading
characteristic to rebuild their reputation and commitment to customers. United Airlines should
continue to make customer service and marketability its focal point to surpass competitors in
reaching the best potential customers and maintain customer loyalty through exceptional
customer service. If United Airlines does not make a commitment to improve its customer
service by tailoring it to its customers, smaller but competitive airlines will surpass United in
customer loyalty and long-term profitability, the FAA will enforce regulations on United to
protect all consumers, and employees and staff will become frustrated.

Goal
Rebuild United Airlines’ reputation as the airline with employees and staff dedicated to
delivering exceptional and timely customer service, while convincing the FAA that increase
regulation is not necessary or productive to the industry.
Objectives
• Raise awareness of United Airlines’ commitment to customer service standards by 15%
among baby boomers, ages 46-64, within the next six months.
• Increase employee and staff training by 25%, at 50 locations across the country, by
April 2018.
• Create 200 customer service mobile outreach teams across the nation to talk, engage,
and listen to customer interests via social media platforms and airport face-to-face
meetings, by July 2018.
• Engage with FAA policy makers in person or via phone-calls, once a week to provide
airline improvement updates, for 12 weeks.
KEY PUBLICS
This communication plan will focus on three key publics: boomer travelers, United Airlines
employees and staff members, and members of the Federal Aviation Administration. The
boomer travelers are an important key public because they are the highest type of travelers over
business and personal (not leisure) travel. They are also established travelers who have the
potential to recommend United Airlines through word-of-mouth to the newer generations of

travelers. More in specific and for the purpose of this communication plan, the boomer travelers
have birth years from the early-to-mid 1940’s and ending birth years ranging from 1960 to 1964
(now ages 46-64) and will include both male and female, all ethnic backgrounds, and all levels of
education. (Census, 2017) The United Airlines employees and staff members are a critical
public because they are the front line to the customer service issues that United Airlines has had
in the last several months. Employees and staff are the continuity to the airlines reputation and
brand; as so, they must be committed to the goals and objectives of United Airlines, as they are
the main representatives of the airline on a day-to-day basis. Last, one of the challenges facing
United Airlines is the threat of increased legal oversight. One of the communication goals in to
halt additional regulations; focusing on the Federal Aviation Administration will allow United
Airlines to deliver messages to the stakeholders who make regulations and who have the
authority to impact the long-term operational standing of United Airlines. (Census, 2017)
Public: Baby Boomers
• Most boomers (99%) will take at least one leisure trip in 2017, with an expected five or
more trips throughout the rest of the year. (AARP, 2017)
• While travel cost is the number one challenge standing between boomers and travel,
loyalty programs is their preferred method of booking travel because it facilitates easier
and more affordable travel. (AARP, 2017)
• Another AARP survey shows that 34 percent of the baby boomers stated they anticipated
taking four or more domestic trips in 2017. (AARP, 2017)

• Baby boomers are “big spenders,” being more likely to spend on themselves than
younger generations and twice as likely to spend on others than other generations.
(Bureau of Labor Statistics, 20105)
• 68 percent of baby boomers shop online, which is to the airlines’ advantage being that 80
percent of all airline bookings happen online. (Travel Weekly, 2012)
• Boomers like customized deals as well as a customized reception for customer service.
(Time Magazine, 2012)
Public: United Airlines Employees and Staff Members
• United Airlines has special council to recruit a diverse workforce and promote an
inclusive work environment at United. (United.com)
• United Airlines has most Full-Time employees (80,397) as of April 2014. (United.com)
• The average salary for United Airlines employees is $81K. (United.com)
Public: Members of the Federal Aviation Administration
• The Code of Federal Regulations (CFR) annual edition is the codification of the general
and permanent rules published in the Federal Register by the departments and agencies of
the Federal Government produced by the Office of the Federal Register (OFR) and the
Government Publishing Office. (ECFR.GOV)
• Rulemaking Authorities for the Code of Federal Regulations: The table is divided into
four segments: United States Code citations, United States Statutes at Large citations,
public law citations, and Presidential document citations. (ECFR.GOV)

• Federal Aviation Regulations (FAR's) promote and regulate civil aviation in a manner that
will provide for safety of flight and foster its development, and also provide for the safe
efficient use of the airspace. (FAA.gov)
BRAND POSITIONING AND FRAMING
United Airlines has a customer service problem. However, it is one of the top three airlines
across the nation and it has the resources and desire to recover from its recent fall. United
Airlines must take all customer service complaints seriously and respond in a timely fashion. All
claims must be reviewed and determined either systematic or isolated incidents, in order to find
the most effective solution. The purpose of this communication plan is to emphasize the
importance that customer service plays in the reputation of United Airlines among its past,
current and future customers. With this plan implemented, United Airlines will see an increase
in customer loyalty, increase in sales, word-of-mouth recommendations, employees making
measurable change, and the FAA not intervening with United Airlines regulations.
Framing
This communication plan will use a combination of more than one frame to target the different
messages for our different publics:
1. An issues frame to show all current and potential customers that customer service is the
number one priority for United Airlines.
2. A responsibility frame to emphasize the serious commitment to taking care of
customers that United Airlines takes. United Airlines make this commitment on behalf of its
staff and employees who will be thoroughly trained to deliver excellent service.

MESSAGES
Baby boomers, retired, income of $45K a year or more, both male and female
Primary Message: United Airlines offers affordable and timely flights so you can get to
your final destination stress-free.
Secondary Message: The 2016 Travel Report form American Customer Satisfaction
Index (ACSI) listed on time arrival as one of the major elements of the customer experience that
determine satisfaction. (flighstats.com 2016)
Primary Message: United Airlines offers online booking, you choose the destination- we
will take care of the rest.
Secondary Message: Promotions and online bookings offer instant gratification and
security of travel to customers.
United employees and staff who work front desk and customer service phone-calls, from all
backgrounds, gender, and ages.
Primary Message: United Airlines employees and staff represent the airline code of
conduct by making the customer feel part of our United Airline family.
Secondary Message: We are constantly reviewing our code of conduct in order to
deliver the best customer service.
Primary Message: Our customers are our family; we treat them with respect,
fairness, and esteem.
Secondary Message: We are actively seeking training opportunities for our employees at
all United Airline locations to better improve their personal and professional skills.
Federal Aviation Association policy-makers who lobby to government for federal regulations
Primary Message: United Airlines values the relationship with its customers;
exceptional customer service is always priority.
Secondary Message: Strenuous regulations hinder our relationship with our customers,
we self police and live our ethos.

Primary Message: Fewer regulations means greater opportunities to meet the needs of
its customers.
Secondary Message: The FAA has the potential to force United Airlines to meet
requirements for which United does not have the staff, resulting in stretching United staff and
employees too thin.
STRATEGIES AND TACTICS
Publics: Baby boomers, retired, income of $45K a year or more, both male and female.
Strategy 1: Create a targeted rewards program for boomers, with an income of $45k or more that
is easily accessible via social media and email channels; establishing outreach through trust and
prompt customer service to questions or concerns.
Tactic 1: Run a two-week campaign via email, every month for six months, advertising
upcoming and ongoing rewards programs available for a limited time to airline members. Email
current members and incentivize “sharing” with friends via social media by promising free
(5,000) miles for every friend who joins as a rewards member.
Tactic 2: Create a mail in reward offer extending membership deals to family members
and (2) friends, to include a heavily discounted plane ticket for a two-week period of the year (of
their choosing). Promote with a sense of exclusivity and special treatment.
Tactic 3: Partner with a national coffee chain like Starbucks coffee to deliver a “free cup
of coffee” as a thank you to all United Airline members; once every three months for six months.
Serve coffee in special cups that highlight customer quotes on the great customer service of
United Airlines:

“We visit our grandchildren without stress and worry when we travel with United” –Fred
Moreno, Los Angeles, CA
Strategy 2: Raise awareness among baby boomers, retired, income $45K a year or more, both
male and female, of the unique (and good) customer service United Airlines is willing and able
to deliver.
Tactic 1: Mail out a letter from the President of United Airlines, personally thanking all
United Airline “loyal” customers, and making a promise to the best customer service they can
deliver. Highlight customer service as a priority of the organization in all advertising,
magazines, commercials, and billboards.
Tactic 2: Partner with a National organization like AARP and launch a personalized
vacation or “visit the grandchildren” package deal for the summer time that includes free and
also personalized itineraries of things to do with the grandchildren (i.e. free tickets to the zoo!).
Tactic 3: Embed United Airlines into Hollywood movies that target the same or similar
public. Allow Hollywood to incorporate United Airlines’ great customer service into the movie
and into one or two quotes.
i.e. Meryl Streep comments in a movie about her stress-free flight to London
because it was United.
Publics: United Airlines Employees and Staff Members
Strategy 1: Improve the customer service skills of all United Airlines employees and staff
members, in order to build a trusting relationship among all of its current and potential
customers.

Tactic 1: Initial customer service training based on the corporations mission and
objectives. This initial training will be given to all new airline employees and staff members, in
order to reinforce the importance of customer service and a positive attitude to achieve long
lasting results with customers of United Airlines. The training should be given within the first
three months of employment and required before an employees/ staff member’s engagements
with any customers. The reputation of the company is on the line and this step is necessary.
Tactic 2: A personality test should be given to all employees and staff of United Airlines
during the customer service training, in order to determine personalities best suited for front desk
and customer service. Such test would determine extroverts versus introverts and would best
determine what staff members are best for customer service at front desks or on the phone.
Tactic 3: Allow for recurring training for all employees and staff members- compensate
for their time. Do an offsite meeting with all customer service staff, either regional or by office,
and allow them the time away from their job for one day every three months to recharge, talk
about their customer service experiences (good and bad), and discuss lessons learned. This time
of reflection is critical to all customer service employees in order to continuously develop them
into the best United has to offer.
Strategy 2: Create a working expectation that customers come first and United Airlines
employees and staff are there to deliver the best possible customer experience.
Tactic 1: Create a corporate contest where United Airlines employees and staff get to
compete for best customer outreach ideas. The best ideas would win and would get a bonus and
an opportunity to execute their idea at their location. This would also offer reinforcement of the
importance of the role of all employees when it comes to the delivery of customer service.

Tactic 2: Conduct a luncheon, quarterly, for all customer service employees and staff
where upper level management reinforces the importance of customer service and lays out
expectations for all employees. At this luncheon, it should be encouraged for all employees to
discuss new ideas and lessons learned relevant to customer service. Experience (positive and
negative), are key for further development of individuals and organizations.
Tactic 3: Establish an employee of the month program for all customer service
employees across all United Airline offices. Employees would be judged based on performance
reviews, completed by customers and their supervisors. The employee of the month would be
another way to incentivize outstanding performance and first class customer service from
employees.
Publics: Members of the Federal Aviation Administration
Strategy 1: Inform members of the FAA of the success United Airlines is having with its
superior customer service.
Tactic 1: Contact representatives of the FAA once a week for three months via a weekly
report that highlights “good news stories” about the success of United Airlines with customer
service. In this report, United Airlines would include first hard experience of customers in their
own words. The intent of this is to inform FAA of the excellent customer service United is
delivering in order to influence the FAA into developing fewer regulations for the airline.
Tactic 2: Coordinate for the CEO to conduct meet, and greets, once a month for three
months, with FAA representatives in order to establish rapport and a relationship. In
conversation, the CEO would make a point to mention the success of United Airlines’ customer

service and the airlines inclination to abide by all current regulations without needing further
regulation from the FAA.
Tactic 3: Social media is an extremely powerful tool that the airline could use in order to
inform and influence the FAA. The United Airlines social media team would engage the FAA on
twitter by tagging the FAA on customer service good stories. This would be a casual but stable
way to continuously inform the FAA of United’s dedication to customer service.
Strategy 2: Minimize attention from the FAA in order to halt and influence fewer FAA
regulations on the airline.
Tactic 1: Establish a crisis management team in the Public relations office, ready to
engage the FAA whenever there is a customer service crisis. United Airlines cannot afford
having customer service incidents get out of hand and in the hands of the media. These events
quickly escalate to national level news, which gives the airline little response time. Further
more, the airline must have its responses well in advance in order to get to the media quicker and
give a reasonable response. This can be accomplished with a Crisis Communication response
center.
Tactic 2: Book United Airlines CEO/president on national television talk shows; have
them speak about the importance of customer service and the corporations loyalty to customers.
Tactic 3: Produce monthly newsletter highlighting “Customer Service Representative” of
the month; and mailing the newsletter to the FAA stakeholders while thanking them for their
support. This will influence the FAA’s potential decisions for further regulation for the airline.
If, in their mind, that see United Airlines taking customer service seriously and recognizing

customer service employees, they will know that a shift has taken place in United Airlines and
will therefore influence further regulations by the FAA.
CALENDAR
CALENDAR—APPENDIX 2
Public: Baby Boomers
Strategy 1: Create a rewards program for boomers
Run a two-week campaign via email
Milestones JanuaryFebruary March April May June July
Contract with email service to build
internal list of members
Approve list of members
Launch initial email with introduction to
rewards program and duration of email
campaign
Update list of current members
including new ones
Update rewards and incentives
Send ﬁnal email with ﬁnal offer and
thanks to all loyal members
Create a mail in reward offer
Review data systems with membership
addresses and categorize by age
(focus on the correct demographic)
Design and approve the mail offer/
promotion
Launch mail promotion
Monitor results by tracking codes on
promotion mail
Send a second mail voucher
Partner with a national coffee chain for cup advertising

Contract/create partnership with a
national coffee chain
Design and create the cups with
personal testaments to United’s great
customer service
Launch advertisement program
Monitor feedback and results
Strategy 2: Raise awareness among baby boomers of good customer service of United
Airlines
Mail personal message from the President of UA
Draft personal message
Approve personal message
Mass produce and mail out to public
Monitor online traffic and purchases
Use same letter at community
engagements
Partner with national organization (like AARP) and launch personalized vacation packages
Create promotional package with
advertising and budget
Approve package promotions
Launch via social media, tourist offices,
and online direct/third party
reservations
Monitor increase in booking
Public: United Airlines Employees and Staff
Strategy 1: Improve customer service skills of all United Airlines employees and staff
Create initial training for employees and staff
Contract HR Customer Service training
Work with HR to fit it into initial training/
welcome meetings by supervisors

Execute at all United Airlines offices
Monitor performance of employees
Provide feedback opportunities to
phone and front desk customers
Monitor complaints and create analysis
Conduct personality test for talent management and placement
Identify (with HR) best personality test
for United Airlines customer service
employees
Execute test at all United Airlines
offices
Manage appropriate placement of
customer service representatives
Monitor performance of employees
Adjust the test and placement as
necessary
Offsite/ recurring training
Identify and contract location for an off-
site meeting (by region)
Develop training and reoccurring
training for customer service
employees
Execute training
Collect feedback from employees
Strategy 2: Create clear expectation that customers come first
Corporate customer service contest for outreach ideas
Create and advertise contest for all
customer service representatives
Collect ideas from offices around the
world

Create an online voting system for
United Airline employees to vote on
best outreach idea
Select most voted idea
Execute idea and recognize employees
through awards
Customer Service employees luncheon
Identify a location for contracted
luncheon
Put date on the calendar for quarterly
luncheon training session
Execute luncheon and motivate
employees about outstanding customer
service
Receive feedback on luncheon and
effectiveness
Public: Representatives of the FAA
Strategy 1: Inform members of the FAA of the success UA is having with its superior customer
service
Contact FAA representative once a week for three months via weekly report that highlights
“good news stories” about UA’s customer service
Milestones JanuaryFebruaryMarch April May June July
Create a United Airlines team that will
develop plan to engage FAA
representatives
Develop an email list with approved
FAA representatives to reach and
inﬂuence
Request and gather good news stories
from ground ofﬁces, include in weekly
report
Send out email report on a weekly
basis
Engage FAA representatives once a
month on the phone and ask for
feedback
Coordinate CEO meet and greets with FAA representatives and stakeholders

Create a UA Public Relations team to
focus on identifying FAA
representatives
Identify meet and greet opportunities
for the CEO
Create talking points for the CEO
Engage at Meet and Greets with FAA
stakeholders
Request feedback from FAA
representatives
Engage FAA representatives on social media
Identify UA Public Relations team to
engage FAA on social media
Create messages for FAA
representatives
Public messages and hashtag FAA
agents and offices to deliver the
message
Strategy 2: Minimize attention from the FAA in order to halt and influence fewer FAA
regulations on the airline.
Identify and establish a PR Crisis Communication response center to respond instantly to
negative customer service incidents; putting customer first
Identify a crisis communication team in
PR
Have the team undergo crisis
communication training
Develop a response plan and have it
as “on the shelf”
Execute as needed
Conduct recurring training for the Crisis
Comm team
Book United Airlines CEO/president on national television talk shows to speak about the
importance of customer service and the corporations loyalty to customers

BUDGET
Coordinate with day time shows like
“The View,” “The Today Show,” etc.
Identify talking points and themes for
the CEO to deliver
Finalize coordination for engagements
by the CEO
Monitor reviews and engagement by
the public on social media
Produce monthly newsletter highlighting “Customer Service Representative” of the month;
and mailing the newsletter to the FAA stakeholders while thanking them for their support
Identify “Customer Service Rep” of the
month team in PR and through each
individual ofﬁce
Consolidate nominees and select Best
Rep
Add to newsletter and print
Mail in a hard copy to FAA stake-
holders
Public Baby Boomers
Strategy 1: Create a rewards program for boomers
Run a two-week campaign via email
BUDGET—APPENDIX 3

Milestones Internal External Comments
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Contract with email service
to build internal list of
members
X Coordinated
with
marketing
3,500
Approve list of members X
Launch initial email with
introduction to rewards
program and duration of
email campaign
X 4,000
Update list of current
members including new
ones
X Coordinated
with
marketing
1,500
Update rewards and
incentives
X Coordinated
with
marketing
1,500
Send ﬁnal email with ﬁnal
offer and thanks to all loyal
members
X 3,500
Create a mail in reward offer
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Review data systems with
membership addresses and
categorize by age (focus on
the correct demographic)
X Can be
contracted
out
3,000
Design and approve the
mail offer/promotion
X X 2,000
Launch mail promotion X 7,500
Monitor results by tracking
codes on promotion mail
X X 2,500
Send a second mail
voucher
X 2,500
Partner with a national coffee chain for cup advertising
or Details
Sponsored
or Hosted
Credit
Projected
Cost

Contract/create partnership
with a national coffee chain
X X Partnership
with
Starbucks
1,500
Design and create the cups
with personal testaments to
United’s great customer
service
X X Hosted/
sponsored
with
Starbucks
21,000
Launch advertisement
program
X X 9,000
Monitor feedback and
results
X 2,500
Strategy 2: Raise awareness among baby boomers of good
customer service of United Airlines
Mail personal message from the President of UA
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Draft personal message X
Approve personal message X
Mass produce and mail out
to public
Printing,
mailing
4,500
Monitor online trafﬁc and
purchases
X X Contracted
out
3,500
Use same letter at
community engagements
X
Partner with national organization (like AARP) and launch
personalized vacation packages
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Create promotional
package with advertising
and budget
X Use past
templates
reduce cost
3,500
Approve package
promotions
X Use past
templates to
reduce cost

Launch via social media,
tourist offices, and online
direct/third party
reservations
X 7,000
Monitor increase in booking X 3,500
Public Public: United Airlines Employees and Staff
Strategy 1: Improve customer service skills of all United Airlines
employees and staff
Create initial training for employees and staff
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Contract HR Customer
Service training
X 11,000
Work with HR to fit it into
initial training/welcome
meetings by supervisors
X
Execute at all United
Airlines offices
X X
Monitor performance of
employees
X X Can be in
form of
survey
1,500
Provide feedback
opportunities to phone and
front desk customers
X
Monitor complaints and
create analysis
X 2,500
Conduct personality test for talent management and placement
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Identify (with HR) best
personality test for United
Airlines customer service
employees
X X 12,000
Execute test at all United
Airlines offices
X 4,500

Manage appropriate
placement of customer
service representatives
X Coordinated
and done
with HR to
reduce cost
3,500
Monitor performance of
employees
X
Adjust the test and
placement as necessary
X 1,500
Offsite/ recurring training
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Identify and contract
location for an off-site
meeting (by region)
X X Possible
sponsorship
1,500
Develop training and
reoccurring training for
customer service
employees
X 15,000
Execute training X 45,000
Collect feedback from
employees
X 800
Strategy 2: Create clear expectation that customers come first
Corporate customer service contest for outreach ideas
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Create and advertise
contest for all customer
service representatives
X 1,500
Collect ideas from offices
around the world
X 900
Create an online voting
system for United Airline
employees to vote on best
outreach idea
X this process
can be
consolidated
to be doe by
the local/
regional
offices
1,000
Select most voted idea X

Execute idea and recognize
employees through awards
X 2,500
Customer Service employees luncheon
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Identify a location for
contracted luncheon
X X
Put date on the calendar for
quarterly luncheon training
session
X
Execute luncheon and
motivate employees about
outstanding customer
service
X 35,000
Receive feedback on
luncheon and effectiveness
X 1,000
Public Public: Representatives of the FAA
Strategy 1: Inform members of the FAA of the success UA is
having with its superior customer service
Contact FAA representative once a week for three months via
weekly report that highlights “good news stories” about UA’s
customer service
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Create a United Airlines
team that will develop plan
to engage FAA
representatives
X This will take
initial
research
7,000
Develop an email list with
approved FAA
representatives to reach
and inﬂuence
X X
Request and gather good
news stories from ground
ofﬁces, include in weekly
report
X X This is from
external
media
mostly
3,000
Send out email report on a
weekly basis
X 500

Engage FAA
representatives once a
month on the phone and
ask for feedback
X 250
Coordinate CEO meet and greets with FAA representatives and
stakeholders
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Create a UA Public
Relations team to focus on
identifying FAA
representatives
X
Identify meet and greet
opportunities for the CEO
X X Often at
restaurants,
or public
sponsored
events
6,000
Create talking points for the
CEO
X
Engage at Meet and Greets
with FAA stakeholders
X X Includes
transportatio
n/gas
3,500
Request feedback from
FAA representatives
X X
Engage FAA representatives on social media
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Identify UA Public Relations
team to engage FAA on
social media
X X 4,500
Create messages for FAA
representatives
X
Public messages and
hashtag FAA agents and
ofﬁces to deliver the
message
X X Use all
social media
modes
available to
the FAA
3,500
Strategy 2: Minimize attention from the FAA in order to halt and
inﬂuence fewer FAA regulations on the airline.

Identify and establish a PR Crisis Communication response center
to respond instantly to negative customer service incidents;
putting customer ﬁrst
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Identify a crisis
communication team in PR
X
Have the team undergo
crisis communication
training
X 3,000
Develop a response plan
and have it as “on the shelf”
X
Execute as needed X
Conduct recurring training
for the Crisis Comm team
X X 4,500
Book United Airlines CEO/president on national television talk
shows to speak about the importance of customer service and the
corporations loyalty to customers
or Details
Sponsored
or Hosted
Credit
Projected
Cost
Coordinate with day time
shows like “The View,” “The
Today Show,” etc.
X 15,000
Identify talking points and
themes for the CEO to
deliver
X
Finalize coordination for
engagements by the CEO
X
Monitor reviews and
engagement by the public
on social media
X Use
broadcast
analysis
Possible
negotiation
with TV time
1,000
Produce monthly newsletter highlighting “Customer Service
Representative” of the month; and mailing the newsletter to the
FAA stakeholders while thanking them for their support
or Details
Sponsored
or Hosted
Credit
Projected
Cost

EVALUATION
Objective #1: To raise awareness of United Airlines’ commitment to customer service
standards by 15% among baby boomers, ages 46-64, within the next six months.
This objective can be measured by using analysis of net profit and increase in sells for
United Airlines. The analysis of sales in conjunction with an analysis of the specific bookings
made through the promotions and discount packages most recently developed by United Airlines,
will help show whether awareness was in fact achieved. Because baby boomers will be targeted
through specific discount deals, the use of those codes will signal whether the boomers were
successfully reached.
Identify “Customer Service
Rep” of the month team in
PR and through each
individual ofﬁce
X 800
Consolidate nominees and
select Best Rep
X
Add to newsletter and print X
Mail in a hard copy to FAA
stake-holders
X X Contract
marketing
and hard
copy
production
40000
TOTALS: 318250

Objective #2: Increase employee and staff training by 25%, at 50 locations across the country,
by April 2018.
This objective can be measured through a database. When new employees in-process
their administrative requirements upon being employed by human resources, their name will be
entered into the database. Their process will include an orientation and customer service
training. Upon completion of their training, the employees will sign a pledge that they
understand the United Airlines customer service mission and dedication to customers and uphold
all customer relations high. This is where “the rubber meets the road” in that these are the
employees who will be making an impression on all customers, either at front desks or over the
phone. It is critical that they understand their role. Also, whole the objective is 25%, higher
numbers are encouraged; no one will be held back from participating in the training unless work
hours and necessity do not permit it.
Objective #3: To create 200 customer service mobile outreach teams across the nation to talk,
engage, and listen to customer interests via social media platforms and airport face-to-face
meetings, by July 2018.
This objective will bring awareness to to all United Airlines customers that the airline
puts customers first. By responding to their questions, concerns, and comments in a timely
fashion, and engaging their customers on social media, customers will feel heard. This is key to
making customers number one and putting their needs first. This also minimizes the potential
incidents that United Airlines has had in recent times. When customers feel heard, they are more
willing to also work with the airline in achieving a solution for all. This objective would be

measured by the airlines public relations team by using an internal tracker to monitor social
media teams across the country. These 200 customer service mobile outreach teams can be
located from United Airline offices, airports, or even home- as long as the employees are aware
of what is happening on the ground (primarily at airports), and can have the contacts of ways to
help when they engage customers on social media, to solve their problems.
Objective #4: To engage with FAA policy makers in person or via phone-calls, once a week to
provide airline improvement updates, for 12 weeks.
This objective is to bring awareness to the FAA stakeholders who can add regulations for
United Airlines. United Airlines must keep their customer service efforts at the forefront of FAA
representatives in order to maintain further regulations from being developed and enforced on
United Airlines. If United Airlines takes the initiative to notify the FAA of what it is doing to
improve customer service, the FAA will be less inclined to enforce regulations on United
Airlines. This objective can be measured internally by setting internal reminders to give a
representative a call on a weekly basis, publish good news story in the monthly newsletter, and
engage FAA representatives directly to ask about their perception of the airlines improvement
and performance.
Goal: To have and deliver first class customer service to customers and loyal members of
United Airlines around the world.
The success of this plan’s overall goal will either be proven or disproven by the proposed
objectives evaluation methods mentioned above. Feedback from customers, employees, and

FAA representatives should be requested and consolidated to see if United’s efforts are working
in achieving these objectives. Polls for customers, surveys for employees and staff of United, and
surveys for FAA representatives can be included in these objectives to gauge our publics.
These surveys and polls should pose the following types of questions:
1) How do you feel about the customer service received while booking your flight? (Public:
Customers)
2) Do you feel the training you have received in regards to customer service, makes you
confident that you will deliver the best customer service possible?
3) With what United Airlines is doing to improve their customer service, does the FAA find it
sufficient in order to minimize or health further regulations?

CONFIRMATION TABLE
KEY PUBLIC BABY BOOMERS
UNITED
AIRLINES
EMPLOYEES &
STAFF
FAA STAKEHOLDERS
OBJECTIVES - To raise awareness
of United Airlines’
commitment to
customer service
standards by 15%
among baby boomers,
ages 46-64, within the
next six months.
- Increase employee
and staff training by
25%, at 50 locations
across the country,
by April 2018. -To
create 200 customer
service mobile
outreach teams
across the nation to
talk, engage, and
listen to
customer interests
via social media
platforms and airport
face-to-face
meetings, by July
2018.
- To engage with FAA
policy makers in person or
via phone-calls, once a
week to provide airline
improvement updates, for
12 weeks.
SELF-
INTERESTS
- Exclusive deals are
great
- Anything family
oriented is of interest
- Appreciate loyalty
from corporations and
give it back in return
- Want to travel to see
the grandchildren and
extended family
because they value
family
-Easy access to deals
online or via mail is
extremely convenient
- Customer friendly
base
- Being part of the
team
- Job security
- Strong desire to so
well in order to go up
the ladder
-Welcome new and
different training
- Not having to stay at
work late in order to
create more regulations.
- spending money in
research for further
regulations for airlines.
- Not having enough
personnel to work on
regulation increase.
KEY PUBLIC

PRIMARY
MESSAGE
United Airlines offers
affordable and timely
flights so you can get
to your final
destination stress-free.
United Airlines
employees and staff
represent the airline
code of conduct by
making the customer
feel part of our
United Airline
family.
United Airlines values the
relationship with its
customers; exceptional
customer service is always
priority.
INFLUENCER
S
- Will use promotions
and pay attention to
“deal” that offer
exclusivity
- CEO
- President of United
Airlines
- Online customer
service reviews
- Media
- United Airlines Staff
- United Airline customers
-Government
STRATEGIES 1) Create a targeted
rewards program for
boomers, with an
income of $45k or
more that is easily
accessible via social
media and email
channels; establishing
outreach through trust
and prompt customer
service to questions or
concerns.
2) Raise awareness
among baby boomers,
retired, income $45K a
year or more, both
male and female, of
the unique (and good)
customer service
United Airlines is
willing and able to
deliver.
1) Improve the
customer service
skills of all United
Airlines employees
and staff members,
in order to build a
trusting relationship
among all of its
current and potential
customers.
2) Create a working
expectation that
customers come first
and United Airlines
employees and staff
are there to deliver
the best possible
customer experience.
1) Inform members of the
FAA of the success United
Airlines is having with its
superior customer service.
2) Minimize attention
from the FAA in order to
halt and influence fewer
FAA regulations on the
airline.
BABY BOOMERS
UNITED
AIRLINES
EMPLOYEES &
STAFF
FAA STAKEHOLDERSKEY PUBLIC

TACTICS Tactic 1: Run a two-
week campaign via
email, every month for
six months, advertising
upcoming and ongoing
rewards programs
available for a limited
time to airline
members. Email
current members and
incentivize “sharing”
with friends via social
media by promising
free (5,000) miles for
every friend who joins
as a rewards member.
Tactic 2: Create a
mail in reward offer
extending membership
deals to family
members and (2)
friends, to include a
heavily discounted
plane ticket for a two-
week period of the
year (of their
choosing). Promote
with a sense of
exclusivity and special
treatment.
Tactic 3: Partner with
a national coffee chain
like Starbucks coffee
to deliver a “free cup
of coffee” as a thank
you to all United
Airline members; once
every three months for
six months. Serve
Tactic 1: Initial
customer service
training based on the
corporations mission
and objectives. This
initial training will be
given to all new
airline employees and
staff members, in
order to reinforce the
importance of
customer service and
a positive attitude to
achieve long lasting
results with
customers of United
Airlines. The
training should be
given within the first
three months of
employment and
required before an
employees/ staff
member’s
engagements with
any customers. The
reputation of the
company is on the
line and this step is
necessary.
Tactic 2: A
personality test
should be given to all
employees and staff
of United Airlines
during the customer
service training, in
order to determine
personalities best
Tactic 1: Contact
representatives of the FAA
once a week for three
months via a weekly report
that highlights “good news
stories” about the success
of United Airlines with
customer service. In this
report, United Airlines
would include first hard
experience of customers in
their own words. The
intent of this is to inform
FAA of the excellent
customer service United is
delivering in order to
influence the FAA into
developing fewer
regulations for the airline.
Tactic 2: Coordinate for
the CEO to conduct meet,
and greets, once a month
for three months, with FAA
representatives in order to
establish rapport and a
relationship. In
conversation, the CEO
would make a point to
mention the success of
United Airlines’ customer
service and the airlines
inclination to abide by all
current regulations without
needing further regulation
from the FAA.
Tactic 3: Social media is
an extremely powerful tool
that the airline could use in
order to inform and
BABY BOOMERS
UNITED
AIRLINES
EMPLOYEES &
STAFF
FAA STAKEHOLDERSKEY PUBLIC

CREATIVE SAMPLES
Sample creative material strategy #1:
Partnership with national coffee chain like Starbucks has recently done with Lady Gaga
Foundation “Born this Way.” Starbucks has named different drinks by names like Matcha
Lemonade, Violet Drink, and others. When these new, “special edition” drinks are purchased, 25
cents of the profits will go straight to the Lady Gaga Born This Way Foundation.

Sample creative material strategy #2:
Product placement is another key for advertisement and delivering our messages. Product
placement in movies is very expensive according to Hubspot: Marketing, however, when done
correctly, it can be done for free or a few incentives in marketing. A partnership with a movie or
up and coming show could work very well for United Airlines as seen for Ray-Bans in the movie
“Risky Business” from 1983.

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Census. Current Population Reports (2016) Retrieved October 28, 2017 from https://
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database.
Gollan, Doug. (2017 May). Why The Airline Industry Needs More Regulation And Some
Suggestions. Forbes. Retrieved 15 October, 2017 from https://www.forbes.com/sites/
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golden-rules-of-marketing-76225.
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dragging-incident-may-sway-fliers-airline-pick

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