跟读练习: How Airlines Decide Which Plane to Use - 通过视频学习英语口语
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Why airlines fly which plane where is mostly demand.
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Big planes fly to big places, small planes fly to small places.
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But it's not all demand.
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An incredible, nearly endless array of factors dictate the rest of it.
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While each airline is unique in how it decides which aircraft to fly, as an example, United Airlines has 28 different aircraft variants.
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This is quite inefficient.
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You can tell it's inefficient because low -cost airlines like Southwest and Ryanair streamline their fleet down to one aircraft type.
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Each additional aircraft variant in a fleet adds very real cost through increased operational complexity.
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Maintenance costs more, crewing is more complicated, even airport operations get less efficient.
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So each of United's 28 aircraft variants must somehow be justified.
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And perhaps the most convoluted justifications occur within the regionals the very smallest aircraft in the airline's fleet.
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The composition of this subset is almost entirely dictated by Section
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1C1 of United's fiercely negotiated collective bargaining agreement with the Airline Pilots Association, the union representing its pilots.
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This is what's referred to as the scope clause, and it essentially limits how much flying United can outsource to regional airlines.
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In the US, smaller aircraft are not technically operated by the major airlines whose name are on the aircraft—United, Delta, and American.
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Rather, they're operated on their behalf by regional airlines like SkyWest, Envoy, and PSA.
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The unions don't love this because it's pretty overtly a way to circumvent the higher pay rates they've negotiated.
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The pilots and cabin crew at the regionals are typically either non -union or represented by weaker unions, while United, Delta, and American consistently have more bargaining power than with their own
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staff since they can respond to cost increases at one regional by shifting flying to another.
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So this manifests in dramatically lower pay scales.
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A first -year captain at SkyWest, which flies United CRJ -200s, 550s, 700s, and E -175s, earns $141 .40 per flight hour,
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whereas a first -year captain at United Mainline makes a minimum of $342 .75 for that same flight hour.
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So to protect their pay, United's collective bargaining agreement, which is quite similar to Delta and Americans, sets strict limits on how much flying the regionals can do.
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They're allowed unlimited flying on 37 -seat turboprops, although in practice United hasn't flown turboprops since 2018.
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They're also allowed to operate as many 50 -seat jets as they want
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so long as the total does not exceed 90 % of that of the mainline single -aisle fleet.
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In practice, this is effectively unlimited as the 50 -seat jet total has never come even close to
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that of the single -aisle fleet total.
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The most meaningful part of the scope clause is the next one.
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They can only fly up to 255 70 and 76 seat aircraft, of which no more than 153 can be 76 seats.
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Looking at United's fleet inventory, they fly exactly 255 70 and 76 seat aircraft.
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This creates some rather bizarre fleet complexity.
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For example, United flies two different versions of its E -175 life.
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One is outfitted with 76 seats, but of course, the airline is limited in how many 76 -seat aircraft it can operate, so they also fly a 70 -seat variant.
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It removes a row and a half of economy seats
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and uses the space to give everyone in economy an extra inch of legroom and add this luggage locker in the back.
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But this is only the start of artificial dis -efficiency for the sake of fulfilling union requirements.
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You see, Embraer, the manufacturer of the E -175, has developed a second generation of aircraft called the E -175 E -2.
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This aircraft is quieter, more advanced, and dramatically more efficient thanks to its geared turbofan engines.
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Fuel burn is an estimated 16 to 25 % lower, but no US airline operates it.
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The problem is that the E -2 variant has a max takeoff weight of 98 ,000 pounds,
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and that's 13 ,000 pounds over the limit the collective bargaining agreement scope clause imposes upon its 76 -seat aircraft.
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But this goes yet further.
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One challenge of United's 50 -seat jets, historically, is that they did not have first -class seats—they operated with an all -economy configuration.
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Premium cabins are the most profitable part of the plane, so this left a lot of money on the table.
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But the scope clause prevented the airline from adding more of the higher -capacity premium cabin -laden regional jets to their fleet,
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so rather, United worked with Bombardier to develop a brand new airplane, technically.
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It's called the CRJ -550, and physically, it's pretty much just a CRJ -700, but technically, according to the FAA,
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it is its own distinct aircraft model.
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What United and Bombardier essentially did was convert a 70 -seat aircraft into one compliant with the Union's 50 -seat regulations.
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Of course, they had to reduce the seat count by 20, so they added four more first -class seats, four more economy plus seats,
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then reduced the economy count from 48 to 48 to just 20.
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With the leftover space, they added luggage lockers, preventing the typically frequent gate -checking of bags due to the CRJ's limited overhead bin space.
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They also added a walk -up snack bar, as the plane now legally could and would be sapped by a single flight attendant, rather than the typical two on the CRJ -700,
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but they'd be tasked with much more work than on a
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typical 50 -seat jet due to the inclusion of a first -class cabin requiring more personalized service.
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But there's still the maximum takeoff weight component of the scope clause.
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For a 50 -seat jet, that was set to 65 ,000 pounds, but the CRJ -700 airframe is rated for 75 ,000.
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So for the CRJ -550, software artificially limits how much fuel it can take on to keep it under 65 ,000 pounds.
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So strangely, despite lighter passenger loads, the CRJ -550's range is lower than that of the heavier loaded CRJ -700,
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despite being physically outfitted with the exact same fuel tanks.
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Now, whereas on the one hand this increases United's per -seat operating costs, on the other hand it ups their competitiveness in smaller markets.
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Their other 50 -seat jets are not popular among passengers.
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The CRJ -200 has even earned the nickname Satan's Chariot given its cramped conditions.
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So while costs might be higher, so too might profitability given the addition of first class and a generally improved passenger experience.
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So, what's seen in practice is that the CRJ -200 and E -145s fly to small, uncompetitive markets.
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In fact, they're the aircraft of choice for destinations where United has a monopoly like Cheyenne, Wyoming, Lincoln, Nebraska, and Fort Dodge, Iowa.
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Meanwhile, the CRJ -550 is suited for the most competitive markets with low enough demand to only justify regional jet service.
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In particular, it's what United uses for many mid -sized markets in the eastern half of the US where Delta
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and American also have a strong presence.
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So while United might not necessarily be the largest carrier in St. Louis, for example, it has a decent shot at competing for the higher fare,
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premium, and business traveler market thanks to the CRJ550.
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Meanwhile, the other regional jets, the CRJ700 and E175, fill in the middle,
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serving as the aircraft of choice for small to midsize markets with average passenger dynamics and demographics.
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But it's once one gets into these midsize markets that aircraft choice gets more complicated.
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That's largely down to the all -important distinction of leisure versus business travel.
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You see, vacationers care first and foremost about price.
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Generalizing, they'll just pick the cheapest reasonable itinerary between their origin and destination on the day they want to depart.
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Business travelers, meanwhile, care far more about timing.
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They might have a meeting that ends at 2pm, then they want the fastest itinerary leaving soon after that—they would not even consider staying an extra night.
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They want to get home, and since their company is paying for it, they don't care how much it'll cost.
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That's why airlines like United go way out of their way to appeal to the business traveler crowd.
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Even if they're not the majority of passengers, they generate far more profit per passenger than the vacationers since they book close to departure, pay for premium cabins, and fly more frequently.
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To appeal to them, the key is to offer a lot of frequencies to the destinations they're likely to fly to most, which goes on to dictate aircraft choice.
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The United routes of Chicago to Burlington, Vermont, and Newark to Pittsburgh have somewhat similar capacity.
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United operates 415 daily seats on the former, and 556 on the latter, but there's not much business demand to and from Burlington.
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Not none, but the planes there are filled much more by people going on vacation, visiting family, attending a wedding, etc. Pittsburgh, meanwhile, has major hospitals,
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universities, corporate headquarters, and a burgeoning tech scene—it's a major business travel origin and destination.
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So, United takes a very different approach to serving these two destinations.
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Chicago to Burlington is served by a morning 737 -800, a midday E -175, and an evening 737 -max -9 each day.
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Pittsburgh to Newark, however, is served by eight daily United flights on a mix of E -175s and CRJ -550s, allowing for flights about every two hours throughout the day.
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It's a bigger destination, but it's served by smaller planes.
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Of course, the biggest determinant of whether a destination should be served by regional or mainline jets is just… demand.
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And it's when one gets into that next category that the distinction between aircraft gets increasingly muddled.
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United's conventional A320 family aircraft serve pretty much the exact same role as its conventional 737 family aircraft.
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They're both core, narrowbody aircraft with very similar capacity and performance stats.
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There are few meaningful differences between the Boeing and Airbus aircraft themselves that justify having both.
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The fact United has both has more to do with the practicalities of running an airline.
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Incorporating a new aircraft type into a fleet has some very real costs.
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An airline has to build a new pilot roster certified for the aircraft, they have to hire mechanics trained on the aircraft, they have to get their ground crews accustomed to its particularities.
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Therefore, if an airline only operates, say, A320 aircraft, Airbus will know that they really would prefer not to buy Boeing aircraft when it's time for a new order.
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Therefore, Airbus might think that it doesn't have to give them quite as much of a bargain to win the order.
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So a mixed fleet strengthens the airline's negotiating position.
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It also allows for the greatest level of flexibility, especially because aircraft make their way into fleets plenty of different ways.
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Beyond just new purchases, some aircraft are leased, some aircraft are bought second hand, and with a mixed fleet, airlines can grow or shrink more on their own terms based on the market of the moment.
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If a major A320 -based airline just went bankrupt and flooded the leasing market with supply, then having an A320 fleet allows an airline to grow at a lower cost.
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Although, while there's little distinction between how United uses its A320 family aircraft versus its 737 family ones,
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there is a distinction in operations between its conventional A320s and 737s versus the newer Max and Neo generations.
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The 737 Maxes, for example, are about 15 to 20 % more fuel -efficient than the previous generation, so the airline deploys them predominantly on longer -distance routes.
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After all, the longer the flight, the higher the proportion of costs attributable to fuel costs, and therefore the more savings to be made from flying a more efficient aircraft.
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So a huge chunk of the Max's flying is transcontinental flights, and it even serves a burgeoning niche role of flying even longer,
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low -demand routes like the seven -hour flights from Anchorage to New York or New York to Funchal, Portugal.
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Now, the logic would follow that just as the conventional 737s and A320s are more or less interchangeable, so too would the 737 Max's with the A320neo family aircraft,
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Airbus's newer generation of narrowbodies.
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But so far, that's not quite the case.
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The A321neo is now United's second highest capacity narrowbody aircraft with 200 seats,
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and is essentially replacing its only larger single aisle, the 757 -300.
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In recent years, the 757 -300 has served just a few very particular high demand purposes—hub -to -hub flights,
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Hawaii routes, Florida routes, and the one daily flight from Denver to Washington National.
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That's DC's downtown airport, which has a perimeter rule typically restricting flights of this length, with limited exceptions including this one daily flight.
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With each of these purposes, United wanted to deploy more capacity on the route, but not quite that of a widebody aircraft, so the 757 -300 was well suited.
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But the 757 -300 is getting old old.
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The airline's youngest was built in 2003, the aircraft is no longer in production, and it's quite inefficient compared to newer generation aircraft.
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So the A321neo is essentially United's replacement for it.
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But in the long term, this new aircraft's role is expected to go well beyond that.
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You see, United's executives are of the belief that the US air traffic system will not grow in capacity anytime soon, particularly in and around its key hubs.
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Airports like Houston, Newark, and Chicago are stretched to their limits in terms of gates, runway, and air traffic control capacity, and there's not a whole lot of respite in sight.
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But of course, an aircraft only ever takes one gate, one landing slot, and one air traffic controller no matter if it's a tiny CRJ -200 or massive 777,
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so United's strategy for growing along with US air traffic demand is to simply make its aircraft larger, and the A321neo is a core part of that.
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The airline has almost 200 on order from Airbus, and as these enter the fleet, they're dramatically pushing up the average capacity of the airline's narrowbody fleet.
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They also plan to incorporate A321XLRs, a longer -range variant, and outfit them with lie -flat premium cabin seats to replace the 757 -200s,
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which serve premium transcontinental and lower -demand long -haul routes.
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The final category of predominantly domestic aircraft is a rather unique one.
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In fact, United is the only US airline with it.
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Essentially, the airline created a sub -fleet of 777 -200 widebody aircraft exclusively for domestic and international short -haul use.
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These two dozen aircraft are ancient.
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The fleet even includes the oldest 777 still flying for any airline, N774UA, built in 1994.
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They're outfitted with an incredibly dense configuration of 336 economy seats devoid of seatback screens,
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plus 28 premium cabin seats not even from the last generation of United lie -flat seats, but the one before that.
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In fact, these aircraft are so dense that they're actually the airline's highest capacity planes.
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That's to say, United simply does not care about the onboard experience on these widebodies.
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While it might be deeply uncompetitive for long -haul flights, it's similar to the onboard experience of the narrowbody planes that typically do the same type of flying.
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After all, this 777 subfleet exclusively flies two types of routes.
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The first is super -high -demand, hub -to -hub routes like Denver to Chicago, Chicago to Los Angeles, or Los Angeles to DC.
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And the second is a small number of super -high -demand, leisure -focused destinations—Cancun, Las Vegas, and most notably, Hawaii.
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Now, much like this domestic 777 subfleet, United's International 767s are very, very old—most were built around 25 years ago.
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This means they're some of the least fuel -efficient aircraft out there, and operating costs are therefore quite high, but there are some advantages to this.
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The value of a 25 -year -old 767 is almost nothing in aircraft terms.
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These aircraft sell on the used market for single millions, compared to hundreds of millions for new Y -bodies.
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So the opportunity or lease cost of their aircraft is super low, which means the airline doesn't have to worry as much about getting their money's worth.
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767s are perfect for surge capacity.
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They fly a lot in the busy summer, and a lot less in the lower -demand winter.
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The fact that they sit idle doesn't matter much since they cost so little.
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When they do fly, United predominantly deploys them on US East Coast to Europe flights
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since these are some of the shortest long -haul flights in their network, and often have poor aircraft utilization compared to other long -haul routes as aircraft fly overnight to Europe,
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sit around for a few hours, fly back to the US, then sit around even more until repeating.
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But the airline has also split its 767 fleet in two to capture even more revenue.
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This is their Hi -J configuration.
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Essentially, it's a layout of the plane with a super high ratio of premium to non -premium seats—46 business class,
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22 premium economy, 43 economy plus, and 56 economy.
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That makes for a total capacity of just 167, less than the airline's narrow -body 737 -900s.
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United therefore flies this configuration to destinations with the strongest premium demand—London, Nice, Zurich, Geneva, etc. Meanwhile,
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the traditional 767 configuration, with 18 fewer business class seats but 36 more overall,
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flies to destinations with more typical demand like Amsterdam, Dakar, Lima, and Rio ago.
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United appears to have had fantastic foresight when rolling out this configuration in 2019, as today, while overall international demand has more or less stagnated,
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premium demand is surging and other airlines are leaving revenue on the table by just not having enough business class seats.
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Now, the next category of aircraft, the 787, flies the other side of the spectrum of long -haul routes.
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The Dreamliner is extremely expensive to purchase or lease, but it's tremendously more fuel efficient—about 30 % on a per -seat basis in a similar configuration.
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So while the airline had to pay a lot to either purchase or lease the planes, it can make that back in fuel savings by just flying them a ton.
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That's why aircraft utilization is key.
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It's always tightly scheduled with just two or three hours between flights, and it also flies the airline's very longest routes—DC to Cape Town,
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San Francisco to Singapore, Houston to Sydney.
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It also works as a solution to lower demand long -haul routes
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that are beyond the relatively short ideal operating range of the 767—San Francisco to Christchurch or DC to Lagos, for example.
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But what both the 767 and 787 are not great for is cargo.
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Cargo is responsible for a relatively modest portion of United's overall revenue, about 3%, but it can absolutely make or break the economics of individual long -haul routes.
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The 777, particularly its Dash 300ER variant, is by far the highest capacity cargo hauler with room for 44 loading containers.
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For this reason, the aircraft is disproportionately deployed on the airline's Asian routes, where air cargo demand is highest.
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The airline currently serves Hong Kong four times a day, with two 787 flights from Los Angeles and two 777s from San Francisco,
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which likely is far more than they would if not for air cargo.
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The destination's demand has slowed since COVID, and to fill planes, United has to offer relatively low fares given the steep competition from Asian airlines.
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But Hong Kong is a major air cargo hub, sitting right next to China's manufacturing capital of Shenzhen,
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and that likely justifies its status as the airline's second highest capacity Asian destination after Tokyo.
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Fleet selection is so core to an airline's business model that it almost single -handedly explains it.
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The United strategy is centered around the hybrid of domestic and global connectivity, with service to both small towns and far -flung capitals.
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That's different from, say, Emirates, which, with its widebody -only fleet, is about connecting far -flung, high -demand destinations with little consideration for small markets.
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Then there's an airline like Ryanair, with a massive 737 -only fleet,
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focused on reducing operating costs and only serving destinations that can support the cost -saving strategy it deploys.
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An airline's strategy is its fleet, and its fleet is its strategy.
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It's made for profits, not for actual goodness.
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Irritation is often caused by the blade flexing as you shave, so their design avoids that by having it extend just 0 .0013 inches,
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本课的词汇与口语要点
这节口语课以视频“How Airlines Decide Which Plane to Use”为素材。 视频中反复出现的词有：aircraft, seat, airline, fleet, demand。 这段视频共有 209 个句子、3606 个单词可供跟读。 讲话部分时长为 21:34。 说话人语速自然，每分钟约 167 个词，接近日常对话。 只有 77% 的单词属于英语最常用的 3,000 词，词汇难度较高。
视频中的重点词汇
视频中 15 个值得学习的单词，附发音和释义：
| 单词 | 发音 | 释义 |
|---|---|---|
| airline 名词 | /ˈɛɹˌlaɪn/ | 航空公司 |
| fleet 名词 | /ˈfliːt/ | 艦隊 /舰队, 船隊 /船队 |
| destination 名词 | /dɛstɪˈneɪʃən/ | 目的地 |
| premium 名词 | /ˈpɹiː.miː.əm/ | 奖金, 奖赏 |
| cabin 名词 | /ˈkæbɪn/ | 茅舍, 小屋 |
| configuration 名词 | /kənˌfɪɡ.əˈɹeɪ̯.ʃən/ | 編排 /编排, 配置 |
| variant 名词 | /ˈvæɹi.ənt/ | 變體 /变体, 異體 /异体 |
| efficient 形容词 | /ɪˈfɪʃənt/ | 高效率 |
| essentially 副词 | /ɪˈsɛnʃəli/ | 本質上 /本质上, 基本上 |
| passenger 名词 | /ˈpæs.ɪn.d͡ʒɚ/ | 乘客, 旅客 |
| jet 名词 | /ˈd͡ʒɛt/ | 喷气发动机 |
| blade 名词 | /bleɪd/ | 刃, 刀身 |
| cargo 名词 | /ˈkɑɹɡoʊ/ | 貨物 /货物, 貨 /货 |
| meanwhile 副词 | /ˈmiːnwaɪl/ | 同時 /同时 |
| scope 名词 | /skəʊp/ | 範圍 /范围 |
视频中的语法
说话人最常用的结构，并附上视频中的原话：
| 结构 | 视频中的用法 |
|---|---|
| 被动语态 be + 过去分词 — 强调发生了什么，而不是谁做的 | be justified · is outfitted · would be sapped |
| 现在完成时 have/has + 过去分词 — 过去发生但与现在仍有关联的事 | they've negotiated · hasn't flown · has never come |
| 定语从句 who / which + 从句 — 补充说明人或事物 | agreement, which is · airport, which has · low, which means |
需要注意的发音
说话人用了 27 次缩略和弱读形式，例如 they're, doesn't, don't。请按听到的简短形式来说。
- “sh” 和 “zh” 音: destination /dɛstɪˈneɪʃən/, configuration /kənˌfɪɡ.əˈɹeɪ̯.ʃən/, efficient /ɪˈfɪʃənt/, essentially /ɪˈsɛnʃəli/, conventional /kənˈvɛnʃənl̩/
- 长单词——注意重音位置: destination /dɛstɪˈneɪʃən/, configuration /kənˌfɪɡ.əˈɹeɪ̯.ʃən/, essentially /ɪˈsɛnʃəli/, complicated /ˈkɑm.plɪˌkeɪ.tɪd/, technically /ˈtɛk.nɪˌkəl.i/
中文母语者容易读错的音：
- /v/ — 不要读成 /w/，上齿轻触下唇: variant /ˈvæɹi.ənt/, conventional /kənˈvɛnʃənl̩/, versus /ˈvɝsəs/, collective /kəˈlɛktɪv/, shave /ˈʃeɪ̯v/
- 词尾辅音 — 要读清楚，后面不要加元音: fleet /ˈfliːt/, variant /ˈvæɹi.ənt/, efficient /ɪˈfɪʃənt/, jet /ˈd͡ʒɛt/, blade /bleɪd/
- /r/ 和 /l/ 的区别: airline /ˈɛɹˌlaɪn/, predominantly /pɹɪˈdɒmɪnəntli/, replacement /ɹɪˈpleɪsmənt/, leisure /ˈlɛʒə(ɹ)/, necessarily /ˌnɛs.əˈsɛɹ.ə.li/
如何用这段视频练习
- 先完整听一遍视频，不要开口，记下不认识的单词。
- 先用 0.75 倍速逐句跟读，熟练之后再回到正常速度。
- 录下自己的声音并与原声对比，特别注意 airline, fleet, destination 这类单词。
什么是跟读法？
跟读法 (Shadowing) 是一种有科学依据的语言学习技巧，最初开发用于专业口译员的培训，并由多语言者Alexander Arguelles博士普及。这个方法简单而强大：您在听英语母语原声的同时立即大声重复——就像是一个延迟1-2秒紧跟说话者的影子。与被动听力或语法练习不同，跟读法强迫您的大脑和口腔肌肉同时处理并模仿真实的讲话模式。研究表明它能显着提高发音准确性，语调，节奏，连读，听力理解和口语流利度——使其成为雅思口语备考和真实英语交流最有效的方法之一。