Remaining Loyal – it’s getting harder these days…

I’ve flown a lot this year, mostly for work and if you’ve flown in the post Covid era, the chances are you might have noticed an uncomfortable truth: many of the world’s leading airlines feel like they’re giving you less while asking you to pay more (and this year it seems to me to be stratospherically expensive).

Things like reduced seat pitch and higher passenger density on board. In-flight meals that can be great out of one airport and appalling out of another. Hidden fees as you cycle through the booking sequence. Nag screens during booking looking for margin improvement opportunities. I’ve also had my fair share of delays without explanation this year. And yet tucked between the major players are a handful of smaller airlines who are quietly doing the opposite — reminding us that air travel done well can still feel civilised, even surprising and delightful.

My experience or observation isn’t just anecdotal. It’s a direct result of how the economics of modern aviation has evolved and it offers lessons for how brands can stand out by daring to treat people well.

For decades, national flag carriers and major airlines have faced some stiff competition to match low ticket prices. When budget airlines first rose to prominence in the 1990s and early 2000s – think Ryanair or Easyjet (or even Go!) in the UK, or Southwest or Spirit in the US – the legacy airlines quietly laughed thinking that the no-frills model was a passing fad. It wasn’t. Passengers loved it.

In response, many airlines didn’t fundamentally rethink their business models. Instead, they adopted parts of the low-cost model: charging for bags, reducing seat pitch, adding fare classes that quietly removed basic comforts that were once standard. What was once a meal on a two-hour flight has now become a 250ml bottle of water and a ‘snack’ (I say snack, but I was recently given a single biscuit as my on board snack) and that’s if you were lucky.

The result? Even loyal flyers find themselves wondering what exactly justifies paying a premium on these “full-service” flights. And don’t get me started on loyalty… As some of you may know BA Executive Club became the BA Club in April this year and everyone went berserk at the changes. No longer was it about distance/miles travelled with the World’s Favourite Airline; it’s now about cold, hard cash spent with BA. If you want a gin and tonic, a shower and sandwich in an airport using the BA Lounges (of which some are utterly appalling) spend £20k with BA – that’s the bottom line from 2025 onwards.

Meanwhile, at the fringes some small and mid-sized carriers have spotted an opportunity: deliver a passenger experience that feels worth every penny not just by adding cost for meaningless freebies, but by genuinely considering what makes for a ‘Class Economy’ experience (see what I did there)

I was on two regional Air France flights recently – a 1 hour 40 min flight and a 1 hour 5 min flight. On both legs I got a terrific brioche sandwich, free wine and beer etc, and it was an utter delight. Both flights were full, but it was such a surprise to be offered this on what were two very short trips. And there are other airlines around the world doing this too.

Porter Airlines in Canada are one. They serve complimentary beer and wine in glassware in economy. The boarding process is calm and civil, words almost foreign at most major airports.

StarFlyer in Japan mixes premium-style legroom and soft leather seats with economy prices.

Iceland’s PLAY Airlines markets itself as ‘affordable’, but has a huge following for simple, clean cabin design, cheerful crews, and transparent pricing.

Even larger players like JetBlue in the US or Air New Zealand often outperform on things like comfort and passenger satisfaction, thanks to thoughtful details, innovation and an outstanding service culture.

These airlines tend to be nimbler in their decision-making. Their fleets are smaller, crews know each other by name, and new ideas can be tested and rolled out quickly. Crucially, they also remember a universal truth – in a big metal tube hurtling through the sky, people want to feel well looked after.

Too many big airlines treat passenger experience like an inconvenient cost centre. Smaller, customer-focused carriers see it as a differentiator. And in a world where social media can turn a single bad flight into a viral conversation point, investing in thoughtful customer experience led design could be an act of self-preservation.

So, what can the bigger players learn from the smaller more thoughtful ones?

Well, not every customer initiative has to cost (GBP) millions – it can often all orientate around the smallest of meaningful things.

Secondly, transparency can go a long way. Passengers accept paying for extras when it feels honest, not hidden or even hijacked at the end of the booking process.

And lastly, investing in and developing a genuine service led culture and recruiting people who want to deliver this. This became evident when travelling to the Middle East recently when my colleague and I boarded one of the smaller GCC carriers and we found out that 100% of the male cabin crew came from the flag carrier country – known for its hospitality and regarded as exemplifying the ‘spirit of the Gulf’. Every interaction with the crew was an absolute pleasure, they could not have been more hospitable or more welcoming – naturally!

For passengers, the lesson is equally clear, Reward the airlines that treat you well. And for any airline the moral is universal: if you want loyal customers, design an experience worth their loyalty.

Words by James Acton