How travel managers feel about airline loyalty changes

The real impact is likely to surface more clearly in 2026 given a number of extensions to status that have been granted. However, the traveller or longtime loyalists are likely to express disappointment, given how considerably more difficult it will be to attain top level status based on like for like travel.

The impact is significant for travel across all cabins, although those with lower cabin policies may find elite status unreachable, whilst business class policies may be impacted by travellers chasing the higher base fares. This has the potential to encourage behaviours such as late booking or selecting the most popular flight times where inventory is squeezed. There is also another potential impact where travellers may now be more open to alternative carriers, within their preferred programme, based on a more attractive way to reach top tier status (for example competitor status matches or easier earning options).

There is considerable animosity around chasing loyalty from a Travel Manager point of view but most place their trust in robust travel policies and systems to limit spend manipulation. However, only 19% of buyers polled during our May BKE felt that airline loyalty scheme changes would impact programme or policy.

The buyers on the call represented a wide variety of industry verticals, size of programme and cabin policies. Those that were undecided believed that it was too early to tell, given the number of elite tiers which have been rolled over.

Traveller behavioural change in response to altered loyalty schemes

A robust policy and programme should mitigate any significant negative impact on the day-to-day travel programme as parameters and pre-approval processes are already in place to ensure travellers make the best travel choices for the organisation, based on the suppliers selected.

This is not to say that some travellers will not try to game the system to find ways to reach or retain status on their favourite carrier, but this has always been the case. Savvy travellers who feel disgruntled by a certain carrier may look to alternative carriers within the managed travel programme, where higher level status is more achievable or accessible (for example via status matches), and therefore turn the game on the airlines.

Challenges experienced

Changes to airline loyalty programmes (particularly the shift from segment-based to spend-based qualification) create several challenges for managed travel programmes. The core issues identified are focused around policy compliance, budget, programme management, traveller engagement and booking complexity as outlined below.

Policy Compliance Challenges
    •    Pressure to book out-of-policy flights: Travellers may deliberately choose higher-cost or non-preferred flights to accrue loyalty points or maintain status.
    •    Manipulating itineraries: Travellers may delay bookings or choose peak flights to fly with preferred carriers that support their loyalty status.
    •    Rogue bookings: Employees might circumvent travel booking tools or approved suppliers to gain better loyalty rewards.

Budgetary Impact
    •    Higher average ticket prices (ATP): The shift to spend-based schemes incentivises higher spend, driving up average ticket costs.
    •    Increased business class usage: Travellers entitled to business class may maximise spend to hit loyalty targets—raising costs.

Programme Management & Control Issues
    •    Policy enforcement difficulties: Even with robust policies, it’s hard to detect loyalty-motivated behaviour, especially with marginal cost differences.
    •    Stakeholder conflict: Procurement and finance aim to reduce spend, but some executives resist policies that restrict loyalty benefits.
    •    Eroded trust: Perceived rule-bending for loyalty can undermine programme consistency and fairness.

Traveller Sentiment and Engagement
    •    Loss of motivation: If status becomes harder to reach, some travellers disengage and lose motivation.
    •    Increased complaints: Travellers may push back on policies they feel limit their ability to earn status.

Booking Complexity & Monitoring Needs
    •    Increased monitoring needs: Travel managers must watch for loyalty-chasing behaviour through booking data and route choices.
    •    Data needs: Enhanced dashboards and KPIs are needed to flag and address problematic behaviours.

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