I’m writing this article from a United flight right now—and while I don’t love working on planes, if I have to get things done at 35,000 feet, I’ll make sure it’s on United. Historically, “working on a flight” has mostly meant staring at a spinning loading wheel and giving up until landing.

That changed for me back in August on a flight to Seattle.

The Cubs were playing the White Sox, and I fully expected to spend four hours refreshing the Gamecast feature in ESPN’s app to follow the action. I’m used to in-flight Wi-Fi that can barely handle a text, let alone live video. But United’s Starlink service, available to MileagePlus members, proved more than up to the task: I streamed the entire game without a single buffer. Good thing, too, because I wouldn't have wanted to miss Pete Crow-Armstrong's leadoff home run or his 10th-inning walk-off. It was one of the best games of the season.

That brings me to today. The experience impressed me enough that I’ve flown United every trip since. And I’m not alone. United said that it’s already seeing longtime flyers of rival airlines switch just to get access to Starlink.

There’s just one problem. United hasn’t finished installing Starlink across its fleet, and it’s already losing its head start.

United knows its Starlink advantage won't last forever. By 2027, the airline expects to be the only global US carrier with the service widely rolled out. The goal is to use that window to poach flyers from rival airlines and turn them into MileagePlus members before competitors catch up. According to United, some travelers who switched specifically for Starlink stuck around once they noticed the upgraded cabins, seat-back screens, better tech, and service. In other words, United is betting that Starlink gets customers in the door, while the rest of the experience gives them a reason to stay.

The costly race to win customers

As airlines’ operating costs rise, they need to make more money per passenger, not just sell more seats. Aircraft availability, airport slots, and flight schedules limit seat capacity, making it costly and difficult for airlines to scale passenger volume. Instead, carriers rely on premium cabins, lounges, loyalty programs, and in-flight amenities to encourage travelers to spend more and, ideally, keep coming back.

The challenge is generating enough incremental revenue to justify those investments and protect margins. That gets harder when a feature that once set an airline apart becomes standard.

For example, American Airlines will install Starlink on its fleet starting in early 2027. Once that happens, Starlink will be less of a reason to choose United and more of a reason not to rule out American.The same goes for lie-flat seats and other loyalty perks. Airlines can’t assume an investment will keep setting them apart simply because it does today. And they aren’t the only ones discovering how quickly a competitive lead can disappear.

Amazon keeps moving the finish line

Few companies have reset customer expectations as often as Amazon. Back in 2005, Prime’s free two-day shipping felt revolutionary. Then came one-day shipping, same-day delivery, and one- and three-hour delivery windows. Today, Amazon Now can drop off groceries and everyday essentials in dense urban environments within 30 minutes, while Prime Air drone delivery can get orders to suburban shoppers just as fast.

Each step raised the bar for the rest of retail. Shoppers don’t compare a retailer’s delivery speed with what it offered last year; they compare it with Amazon. While Walmart has kept pace by turning its stores into fulfillment centers, few if any other retailers can match that pace.

Selling the baseline back to rivals

Now, Amazon is selling that advantage back to competitors. In May, it launched Amazon Supply Chain Services (ASCS), opening up its freight, distribution, fulfillment, and parcel network to businesses—whether they sell on Amazon or not. Companies can tap into delivery capabilities that would once cost billions in warehouses, trucks, and planes to build on their own.

Earlier this month, I attended Amazon’s inaugural ASCS Analyst Day, where top executives mapped out their vision for the business. What struck me was the flywheel they’ve built: Amazon can bring in new revenue from infrastructure it already operates, then reinvest that money right back into making the network even bigger and more efficient.

Of course, Amazon isn’t being altruistic. It sees an opportunity to build a lucrative AWS-style business while boosting its own retail arm. The faster Amazon gets orders to customers’ doors, the more everyday essentials like toilet paper and AAA batteries it can sell. And the more often it delivers those products, the more likely a driver will be near a customer’s home when their order comes in. That delivery density makes third-party fulfillment faster and cheaper, which in turn makesAmazon’s network even more valuable.

The catch is that leveling the playing field comes with strings attached. Brands are effectively paying Amazon to compete with Amazon, closing a gap the company created in the first place. Meanwhile, every brand that signs up pumps more volume into Amazon's network, bringing in more revenue and making Amazon’s own delivery operation even more efficient. In other words: Amazon gets to help competitors catch up while simultaneously strengthening its own lead.

Still, catching up isn't the same as standing out. Even if ASCS helps retailers match Amazon's delivery speed, it doesn't give shoppers a lasting reason to choose them. Once everyone can deliver as quickly as Amazon, speed stops being an edge and becomes the bare minimum.

The customer experience treadmill

Chasing a better customer experience can also create problems of its own.

Free returns helped online apparel sellers win over hesitant shoppers. Once they became standard, however, costs became too much to absorb, and retailers that tried adding return fees faced immediate backlash.

Starbucks made mobile ordering a signature convenience. Now, nearly every chain has an app, and Starbucks has had to revamp its stores after finding that the crush of mobile orders was undermining the in-store experience.

In each case, the first mover won customers and forced competitors to follow. Now. the entire industry is stuck on a customer experience treadmill: The pace keeps accelerating, and so does the cost of keeping up.

Getting them on the plane is the easy part

These investments aren't wasted. Starlink made my flight better, just as faster delivery makes shopping more convenient. A great experience can give customers a reason to try an airline, just as United is betting—but turning that first impression into lasting loyalty takes more than a single perk.

Travelers still care most about the fundamentals: whether an airline flies where they want to go, offers convenient schedules and competitive fares, gets them there reliably, and makes the experience pleasant along the way. A great Wi-Fi connection can tip the balance when two flights are otherwise comparable, but it won't beat a cheaper fare, a nonstop route, or a better departure time. The airlines that build lasting loyalty are the ones that nail the entire experience.

For now, I’m happy flying United. On my way to Seattle for ASCS Analyst Day, Starlink meant I didn’t have to miss the Fighting Illini men’s basketball season opener: a historic 120–45 thumping of Fairleigh Dickinson. But once American’s planes have Starlink, too, I might just book whichever flight is cheaper.

Winning customers over is only half the battle. The real challenge is staying one step ahead once everyone else catches up—and giving people a reason to stick around once they do.