This shift marks a departure from previous strategies centered on cost management and high-volume operations. Company leaders have described it as a comprehensive plan to enhance the customer experience, prioritizing upscale products and loyalty program benefits. These include private suites on long-haul aircraft, updated regional jet interiors, and expanded credit card rewards.
The need for improvement is evident in recent performance metrics. American Airlines currently lags behind its main competitors in both profitability and customer satisfaction rankings. Investor sentiment has been cautious, with the company's share price declining approximately 6% this year, in contrast to gains of 20% for Delta and 18% for United. Short interest in American's stock remains higher than that of its peers.
In the third quarter, a traditionally strong period for airlines, American reported a loss while Delta and United achieved solid profits. For the first nine months of the year, American's earnings totaled $12 million, compared to $3.8 billion for Delta and $2.3 billion for United.
Given that premium passengers contribute significantly to industry profitability, investing in superior cabins and services has become essential.
"We think investing in customer experience will help us grow the top line," said Nat Piper, American's newly appointed Chief Commercial Officer, in an interview with Reuters.
The strategy relies on new aircraft, including Boeing 787-9 and Airbus A321XLR models, to launch additional routes and attract higher-revenue travelers. The 787-9, equipped with 51 lie-flat seats and privacy doors, has become the carrier's most profitable widebody aircraft. It now operates on key transatlantic routes, such as Chicago to London.
On Thursday, American will introduce the Airbus A321XLR on the New York to Los Angeles route, a highly competitive domestic corridor. The aircraft, presented last week at John F. Kennedy International Airport, offers lie-flat suites and represents the airline's first three-class configuration on a single-aisle plane suitable for longer flights. It will later support secondary transatlantic destinations like Edinburgh, benefiting from improved fuel efficiency.
Chief Strategy Officer Steve Johnson described the changes as the most substantial in decades, anticipating meaningful revenue growth beginning in 2026. "As these changes that we're making are introduced and have some time to gel, you're going to see them deliver value to us," Johnson told Reuters.
Progress faces obstacles, including aircraft delivery delays due to supply chain issues and slower-than-planned cabin retrofits on existing Boeing 777s. Operational performance, particularly punctuality, continues to trail competitors, as reflected in recent customer satisfaction surveys.
Analysts project gradual improvement in margins but note that American will likely remain below Delta and United levels in the near term. "American Airlines is not going to turn itself around on a dime," said Henry Harteveldt, founder of travel consultancy Atmosphere Research Group.
Leadership attributes challenges to factors such as elevated labor costs, exposure to softer domestic demand, and past delays in fleet expansion. To address these, the airline has restored agency partnerships, enhanced corporate outreach, and appointed new customer-focused roles.
Upcoming initiatives include an expanded credit card collaboration with Citi and increased investment in facilities and technology. During an October town hall, CEO Robert Isom emphasized the importance of sustainable profitability.
"If we don't make money doing it, it's not going to be a pursuit that I get to do very long, or any of you do either," he said.
