It's Tuesday June 21st and I'm calling today from Chicago.

On my last call, I said that although the difficult restructuring work that we have underway is positioning United to compete successfully in a hyper-competitive business, I also said that a winning company is a company that is totally focused on its customers.

It's that focus -- that focus on our customers --that is driving Dennis Cary and the marketing team's roll-out of our Business1 initiative that we announced here in Chicago last week. In surveys of United's best customers, they told us that reliability, ease of travel and comfort are what they want most.

Business1 is built around three customer demands:

First, there is the reliability of our No. 1 on-time rating at O'Hare and a guaranteed Mileage Plus reward if we are more than 30 minutes late for any reason on any Business1 flight. Then, there is United's superior scheduling at O'Hare -- more flights to more destinations than any other airline, including flights to the top seven business destinations -- as well as the convenience of departures and arrivals for Business1 flights from the B Concourse, which will make travel easier for our customers. And finally, United offers the comfort of Economy Plus seating.

I want to emphasize that we all own the customer experience at United. The same customer focus that is essential to Business1 must be a part of everything that everyone does at United.

Let me give you two very different examples of some good, customer-focused work that is being done -- even though most of the work is executed by employees who only rarely meet the customer face-to-face.

As many of you know by now, F.I.T. stands for Fix, Improve and Transform. Through FIT, we are finding more efficient, cost-effective ways to service, re-fuel and turn around our flights, handle luggage, improve check-in and much more.

Larry De Shon in Airport Operations recently kicked off our FIT project at O'Hare and Logan Airports after launching the program in Denver last October. The majority of the United Airport Operations personnel who are part of the success of the FIT project do not have direct contact with passengers. But your work is all about improving the customer experience: ease of check-in and transit through the airport to the gate is essential; customer comfort; reliability, on-time departure and quick turnaround upon arrival; fast baggage delivery to the carousel for pick-up; and, of course, United's greatly improved rankings for baggage handling.

All of this work adds real value to United's customer proposition, through our relationship with our customers, and reduces our operating costs to allow us to provide customers with more of the value that they want and have come to expect from United.

A second example: united.com.

One of our cost-reduction targets is in the area of distribution costs. There are several ways we are approaching this challenge, but one of the most important of these has been the dramatic improvement of united.com.

A great deal of work has gone into making it easier, more efficient and reliable for our customers to use United's Web site to book and to purchase tickets and retrieve information on status of flights. United.com offers travel planning services and links to reservations for hotels, rental cars and other travel resources that our customers value.

United.com now saves customers time and effort, and allows them to check in online and sign up for EasyUpdate, an online service that will update a customer on flight status by phone, e-mail, text phone, pager or fax.

The convenience and service we are building into united.com draws customers to the Web site, enhances our value proposition for customers and reduces United's distribution cost.

So, whether your work is on the ramp or on the Internet, the bottom line is that we are reducing overall costs while continuing to give customers more of what they want.

It is all about the customer.

Over the last few years, we have done the difficult work we had to do to reduce our costs and to change the way that we do business at United. We all know just how hard that work has been.

Our reward for that work is the opportunity we have before us today to make United the leader in the industry.

To do that, each of us must keep our customers foremost in our thinking and in everything that we do every day.

Our customers are the key to our success in the future.

That's all for now. I'll be recording again soon. Until next time, stay United.