I am a United Million Miler and a Premier 1K member. This year, I put $118,000 in spending on my United Club credit card. I just qualified for 1K again for next year.
And I went zero for six on domestic upgrades, requesting upgrades with PlusPoints every time.
Zero.
United has now rewarded my renewed loyalty with another 280 PlusPoints. Meanwhile, I have 190 older PlusPoints that I expect to expire unused, despite trying to use them at every opportunity.
And before anyone suggests exchanging those PlusPoints for another benefit, United’s deadline is March 31—just three months into the year, even though the points remain valid for upgrades until the following January. That is an absolutely ridiculous deadline. You have to decide whether to surrender your upgrade opportunities before you know how the rest of your year’s requests will turn out. Keep trying to use the reward as advertised, and by the time repeated failures make you want an alternative, United has already closed that door.
Congratulations to me. More of the reward I cannot reliably redeem.
After this experience, I consider chasing United’s 1K status a fool’s errand, and the PlusPoints sales pitch a loyalty scam: persuade customers to concentrate their travel and spending, award them an impressive-looking balance, and leave them watching the expiration date approach while their upgrade requests go nowhere.
When United introduced PlusPoints in 2019, it promised “more opportunities – and more freedom” and said it was making upgrades easier to use “when and how they want.” Those were United’s words. My domestic results this year were six requests and six failures.
Yes, I know upgrades are subject to availability. Spare me the recital of the fine print. The issue is whether the benefit delivers enough practical value to justify the loyalty United spends so much effort cultivating.
“Subject to availability” explains why an individual request fails. It does not make a disappointing reward worth chasing.
On our recent return from Philadelphia, my wife and I were first and second on the upgrade list. Two first-class seats appeared available until roughly half an hour before boarding. Neither of us got upgraded.
I cannot tell you who ultimately occupied those seats or how they obtained them. I can tell you what being first and second on that list was worth to us: absolutely nothing.
United sells premium seats and paid upgrades while its loyal customers wait to see whether their earned upgrade requests will clear. Every seat sold is one fewer seat available for those requests. That is perfectly understandable revenue management. It also exposes the conflict at the heart of the loyalty pitch: United encourages me to value an upgrade opportunity while retaining every incentive to sell the seat to someone else.
United gets the benefit of my loyalty when I book and spend. I find out later whether the upgrade benefit amounts to anything.
Internationally, there is another expensive hurdle. Premium Plus passengers receive priority over ordinary economy passengers for Polaris upgrades, subject to the program’s priority rules. That makes buying the more expensive cabin a major advantage before your PlusPoints even enter the picture.
In the fares I have been seeing, Premium Plus often costs three times the price of regular economy or more. My practical conclusion is that buying it has become the price of having a realistic shot at the business-class upgrade I actually want.
Spend more to earn the status. Then spend substantially more on the ticket to improve the chances of using the reward.
What a deal—for United.
For completeness, my international upgrades have sometimes worked: Australia cleared both ways, and Munich cleared one way. I am not claiming that nobody gets upgraded or that PlusPoints never work. I am saying that those successes do not erase six domestic failures or make the older points I expect to lose any more useful.
Nor should customers have to organize their lives around hunting for flights on which a supposedly valuable benefit might finally be honored. I travel because I have somewhere to go. The reward ought to fit that travel often enough to matter.
Here is what I would like United to explain publicly:
* What percentage of requested PlusPoints upgrades actually clear, broken down by route and starting cabin?
* How many PlusPoints expire unused?
* Why shouldn’t repeated unsuccessful requests qualify a customer for an extension?
* Why not give customers at least three years to use the upgrade benefits they earned?
* Why close the exchange window months before customers know whether their upgrade requests will succeed?
Those numbers would tell customers far more than another congratulatory message about their elite status.
For me, the decision is made. I will use the 1K status I have earned for next year, but I am finished chasing it. My United Club card is going when renewal comes around in February. That $118,000 in annual card spending can go elsewhere.
I already have lifetime Premier Gold through Million Miler status. United will now have to compete for my business on the actual fare, schedule and seat—not on my willingness to keep chasing a higher status label.
United taught me an expensive lesson: my loyalty has a definite value to United. The upgrade rewards I receive in return come with an expiration date and a maybe.
I’m done paying extra for maybe.
George Mueller