Delta Air Lines is trying to close one of the clearest gaps in its network strategy: its smaller trans-Pacific business. The carrier is already the most profitable in the U.S., but United Airlines still has a much larger presence across the Pacific, and Delta’s new president, Peter Carter, says that gap is not acceptable.
Speaking during the International Air Transport Association’s annual meeting in Rio de Janeiro, Carter said Delta wants to become “stronger, better, faster in the trans-Pacific” and eventually emerge as the “leading U.S. carrier” across the Pacific. He also framed the goal more broadly, saying Delta ultimately wants to become the “leading global carrier.”
A profitable airline with a smaller Pacific footprint
Delta and United dominate U.S. airline profits, but their international reach tells a different story. Delta reported net profit of more than $5 billion last year, while United earned about $3.35 billion.
The Pacific market is where the size difference becomes most visible. Delta’s trans-Pacific business generated $2.79 billion in revenue, compared with United’s roughly $6.89 billion, according to company filings. That gap helps explain why Delta sees the region as one of its biggest strategic challenges.
Why the Pacific matters
Long-haul flights can be especially valuable for airlines because they often carry more premium seats and command higher fares. That makes trans-Pacific routes attractive even in a mature U.S. travel market where domestic growth is limited.
Carter said that reality is shaping Delta’s broader outlook. “Really, when we think about the future, it’s all about international,” he said.
Delta is leaning on partnerships and new routes
Part of Delta’s Pacific push will come through its joint venture with Korean Air, which is merging with Asiana Airlines. That partnership could strengthen Delta’s position in Asia and improve its competitive reach.
Delta is also adding routes. Earlier this month, the airline launched nonstop service between Los Angeles and Hong Kong, a move that fits its effort to build more international depth.
United is making its own moves in the region. The carrier plans a nonstop service between San Francisco and Sapporo, Japan, aimed at premium-ski traffic and another example of how airlines are targeting high-value international demand.
A rivalry built on scale and ambition
Delta has spent much of the last two decades shaping a premium brand in the U.S., supported by upscale lounges and a lucrative partnership with American Express. United has responded with a similar strategy, including heavy technology spending, large aircraft orders and a growing international map that now includes destinations such as Mongolia, Croatia and Greenland.
The competition now extends beyond profits to network prestige. Delta wants to narrow United’s Pacific lead, while United CEO Scott Kirby said he welcomes the challenge.
Kirby said he has “a lot of respect for Delta” and described Delta’s focus on United as “a huge compliment.” When asked what he wants to beat Delta on, he replied simply: “Everything.”
For Delta, the message from Carter was equally direct. The airline cannot rely on current success, he said, because United keeps competing aggressively and even borrowing pieces of Delta’s playbook. “Bring ’em on,” Carter said.
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