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THE ASTONISHING BUSINESS OF AIRLINE FREQUENT FLYER PROGRAMS REVEALED

Last year marked a significant milestone as the financial details of airline frequent flyer programs were unveiled to the public for the first time. What emerged was a surprising revelation of the immense value and significance these loyalty programs hold for airlines. In the midst of the COVID-19 pandemic, when airlines were facing financial challenges, their loyalty programs proved to be the most valuable asset. This blog explores the astonishing insights into the world of airline loyalty programs, revealing their true worth and the strategic importance they hold for the airlines.


The Collateral Conundrum: During the early days of the pandemic, airlines were in dire need of financial support and sought loans to stay afloat. United Airlines, for instance, looked to secure a $5 billion loan to navigate the crisis until travel resumed. However, collateral was required to secure the loan, and United, with its plummeting value, couldn't offer much. Instead, they decided to use one of their subsidiaries, MileagePlus Holdings LLC, which essentially represents their loyalty program, MileagePlus, as collateral. This decision shed light on the immense value these programs hold.

The Mind-Boggling Valuations: Financial disclosures from major airlines such as Delta and American Airlines revealed staggering valuations for their loyalty programs. United valued MileagePlus at approximately $21.9 billion, while Delta and American Airlines pegged their programs at $26 billion and $31.5 billion, respectively. These valuations turned heads because they surpassed the market capitalization of the airlines themselves. Essentially, the loyalty programs became the primary source of value for these airlines, raising intriguing questions about the airline industry's transformation.

From Transportation to Profit Centers: This paradigm shift can be attributed to the evolution of frequent flyer programs. Initially, these programs were akin to loyalty punch cards, rewarding customers with free flights based on their travel frequency. However, with the deregulation of the American airline industry in 1978, formal frequent flyer programs emerged as profit centers. American Airlines, a trailblazer in this regard, observed that members of its American Advantage program were more likely to choose American for their flights, even if it meant paying a slight premium. This loyalty presented an opportunity to monetize these programs further.

Expanding the Ecosystem: To capitalize on the profit potential, American Airlines started partnering with other companies to allow members to earn points beyond flying. By teaming up with Hertz and Holland America, American introduced the concept of earning points with partners. Behind the scenes, the mechanics involved assigning a monetary price to the imaginary points, with estimates suggesting that American would sell one point to partners for one cent. This shift enabled airlines to generate additional revenue by selling points to external partners and transformed their programs into comprehensive ecosystems.

The Tax and Corporate Advantage: Surprisingly, despite the financial value and potential income associated with frequent flyer programs, they are not taxed like traditional income. Governments classify them as rebates or cash back, as customers have to spend money to earn the rewards. Additionally, businesses often view these programs as tax-free benefits for employees, allowing them to accumulate points during business travel, which can later be used for personal trips. This arrangement acts as an incentive for employees to travel more while benefiting the airlines.

The Rise of Airline Banks: The immense profitability of frequent flyer programs has transformed airlines into more than transportation providers. They now resemble banks, with programs offering co-branded credit cards, exclusive lounges, and other perks to incentivize spending and loyalty. Airlines have crafted a system that encourages customers to sign up for credit cards and join loyalty programs, as these programs become the primary source of value for the airlines themselves. Airlines are now willing to operate flights at a loss to bolster their loyalty businesses, which offer free flights

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