Say it with Roses!

**a less-than-desirable share of the business travel segment, which generated higher revenues.**

Say it with Roses!How an airline wooed a whole segment in its favor
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Say it with Roses!
How an airline wooed a whole segment in its favor
Shantanu Sengupta
Sep 24 

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During the early 1960s, introduction of jet engines and other advancements, lead to rapid growth, innovation, and fierce competition within the U.S. airline industry. As commercial air travel became more accessible to the public, airlines raced to expand their fleets, routes, and customer bases. 
However, the industry was also tightly regulated, leading airlines to focus more on customer service and brand differentiation to win over passengers. Major carriers dominating the skies, vied for a substantial market share. 
Being a major player, United Airlines was one of the largest and most prominent airlines - a dominant force in the airline industry by several metrics such as passenger volume, fleet size, and served destinations. They boasted an extensive network, modern fleets, and strong operational capabilities.
However, United faced a major business challenge: a less-than-desirable share of the business travel segment, which generated higher revenues. Competitors like American Airlines and Trans World Airlines (TWA) were outperforming United in this key category.
Being a very vibrant segment, the business travel witnessed cutthroat competition for dominance. American Airlines was particularly strong in this segment, pioneering several innovations aimed at attracting business travelers. Notably, they introduced first-class service, which became especially appealing to business travelers. It also created the Airpass, the first-ever loyalty program targeting business travelers, which gave them a significant competitive edge. Further innovations like the Sabre reservation system made American Airlines even more attractive to corporate clients.
On the other hand, another airline, Trans World Airlines (TWA) catered to a large portion of the corporate and luxury travel market. Together with American Airlines, TWA set benchmarks for frequent flyers, offering services like priority boarding, flexible schedules, and premium amenities.
United Airlines, by contrast, had a reputation for being somewhat conservative and traditional in its marketing and services. This restrained approach didn’t resonate well with the dynamic and fast-paced business travel segment, particularly in places like New York City, where travelers demanded more tailored, premium services.
Enter the Maverick
In an effort to address this issue, United Airlines turned Stanley Arnold, a former grocery promotion specialist and a rising star in marketing. 
Popularly known as “Mr. A,” Arnold had an interesting background. Before achieving prominence as a marketing consultant, he had worked in retail and promotions, where he gained valuable experience in consumer engagement and developing effective campaigns. His success in grocery promotions led him to transition into broader advertising and marketing projects.
Stanley Arnold was a much celebrated executive, known for his unconventional, creative approach. It earned him the reputation of a "marketing maverick." His firm, Stanley Arnold & Associates, was one of the top "idea firms" in the United States, known for developing innovative solutions to complex branding challenges. The firm earned a reputation as a leader in generating unique marketing ideas.
One of Arnold’s most famous campaigns was The Great Songs of Christmas for Goodyear Tires. This campaign involved the creation and distribution of holiday music albums featuring well-known artists, sold at Goodyear stores. These albums became a beloved part of holiday traditions for many American families, establishing brand loyalty during the holiday season. It was a hugely successful marketing strategy that cleverly combined music and retail.
Discovering a Key Insight
Once hired, Arnold quickly sprang into action. One day, he discovered that even though United was a client of his agency, his secretary was still booking company flights on competing airlines. For a marketing agency, this could be a potential embarrassment if the client found out.
Determined to address this, Arnold started a casual conversation with his secretary one morning. He asked if she had received fresh flowers for the reception area, as was the office custom. She replied affirmatively, and added that she would have preferred roses, as they created a lasting fragrance in the office. It was for this reason, she said, that most of the offices ordered only roses, instead of any other flowers. 
Arnold seized the opportunity, and promised her that if she booked all company flights on United Airlines, he would order roses for her every Monday. During that particular moment, Arnold had a flash of insight: 
It’s not the business travelers, but their secretaries who hold sway over their bosses’ travel preferences.
The Gatekeepers
How did Arnold know this was a marketing insight worth pursuing? 
Well, during this period, majority of the business executives delegated the task of booking flights to their secretaries or assistants, who were responsible for managing the logistics of their bosses’ travel plans. While United Airlines had targeted the CEOs and senior executives as their primary audience, Arnold opined that the real decision-makers were often their assistants.
Arnold reasoned that instead of wooing the CEOs directly, it would be far more effective to target their secretaries. By making the booking process easier, more pleasant, and more rewarding for these assistants, United Airlines could secure their loyalty long term.
Armed with this insight, United Airlines launched a massive direct campaign targeting business travelers—but routed it through their secretaries and assistants. As part of the campaign, the brand also presented complimentary roses to these gatekeepers, further enticing them to book with United.
A Rebranding Success
Thanks to Arnold’s strategies, United Airlines began making steady progress in the business travel segment. Stanley Arnold played a pivotal role in shedding the airline’s conservative image, revitalizing its approach to business travel, and improving its competitiveness in this critical market.
One of Arnold’s most notable contributions was on the United Mainliner rebranding campaign. This campaign not only modernized the airline’s image but also focused on improving the travel-booking experience. It emphasized what mattered most to business travelers— i.e. punctuality, comfort, and personalized service.
Conclusion
Stanley Arnold’s work with United Airlines highlights (a) the power of out-of-the-box thinking and (b) recognizing the true influencers in any market. His creative solution of targeting secretaries as the gatekeepers of travel bookings helped United Airlines become a more convenient and appealing brand choice, ensuring long-term loyalty from both executives and their assistants.
Arnold’s work also underscored the importance of identifying consumer insights that help create long-term business strategies, proving that a deeper understanding of decision-makers can lead to lasting success.
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