The goal of consistency in product/service delivery is, I would suggest, nearly impossible for UA without chopping up the company. Look at the international airline brands rated highest by consumers, e.g., Singapore, Emirates, Virgin, Cathay Pacific, Qantas, pre-meltdown Swissair. They all have in common two things: 1) an employee group small enough to maintain consistency; and 2) with the exception of Qantas, no domestic network. Similar to Southwest or JetBlue (domestic-only examples), they can pour all their energy and resources into one type of product. UA's operation is simply too large, with too many disparate pieces, to deliver consistency. Ditto for AA, DL, NW, LH, BA, etc. Exceptions to this might be JAL, ANA and Thai, where cultural factors and labor laws weigh heavily. UA has already given up trying to get consistency from front-line employees. It needs to compensate for that by providing consistency in the tangibles, i.e. E+ on all aircraft, competitive meal service and inflight entertainment in C, etc., etc.