Ai Video: Getting corporate structure right for FFPs


2nd June, 2020

Interview with Nik Laming, Airline Loyalty Consultant

"The future is bright for airline loyalty businesses that are set-up, structured and managed for success. Digital disruptors are prospering under more realistic business conditions presenting opportunities for airline loyalty programs which come with a rich and well affiliated member base, broad digital marketing channels, low cost base and a strong underlying business model," Nik told Ai's Ritesh Gupta in an interview.

Ai Editorial: Counting on real-time demand data to target loyal customers

21st May, 2020

Interview with  Seth Cassel, President, EveryMundo


Airlines must leverage a variety of data sources to assess demand for travel, even as they take initiatives to support their loyal customer base in the best possible manner.

Be it for forecasting an airline loyalty program’s liability, getting the messaging right, offering relevant deals etc., nothing is straightforward.

EveryMundo has indicated that after a crisis, previously loyal customers will not be as dependable as they once were, and airlines need to "treat loyal customers like they need to be earned again".

Seth spoke to Ai’s Ritesh Gupta about the same:

Ai:  This is an extremely uncertain situation for airlines, with liquidity crisis garnering the maximum attention. How can airlines bank on fare marketing and content-related initiatives to target their loyal customer base?  

Seth: We are witnessing our airline customers begin preparation for the “restart”: the immediate moment when they return capacity to the skies, and load factor increase becomes critical. Airlines can walk and chew gum at the same time, i.e. manage liquidity while returning to the market. Fare marketing is at the heart of the restart, given the attractive fares airlines will leverage to help capture the limited demand available in the market at the moment. This applies to loyal customers as well - airlines will need to re-acquire their loyalty base and encourage them to be early adopters of the restart. Fare marketing will bring the loyal customer base back into the fray faster. We've detailed our plan for this in our playbook.

Ai: How can airlines evaluate demand to aptly target loyal customers?  What are the challenges considering that there is no empirical data to examine and envisage how things are going to shape up in the future?

Seth: During these uncertain times, airlines should consider alternative data sources to understand demand.

Using historical data to forecast future demand is clearly off the table; EveryMundo advocates a switch to real-time demand data coupled with the agility to react quickly to changing indicators.

Specifically we are providing real-time demand data to our airline customers using IBE search data via our FareNet technology, as well as Google Ads search impression data. Between these two sources, we can piece together an accurate picture of route and travel date demand as a series of real-time snapshots.  



(For instance, data tools to enable airlines gauge real-time demand on a route level during this highly dynamic period. These tools will help airlines better understand the fluctuations in consumer demand and the needs of their customers, particularly in the context of their local markets. A way is to place a pixel on an airline’s booking engine to collect in real-time the flight and fare information based on user searches. Every time a flight search is initiated by a web visitor, relevant information about the user search including origin and destination, travel dates, number of passengers, cabin class etc. is garnered. This can aid in network planning by determining which routes to reopen according to traveler interest. Plus, there is a provision for an insight into route performance, volatility in search demand and average fare via their actionable Internet booking engine (IBE) dashboard).

Ai: What would you term as common mistakes when it comes to reaching out loyal customers via airline-owned channels?

Seth: At times, it seems airlines' loyalty strategy is to extract more value out of a loyal customer on a per-transaction basis: premium perks for a premium-paying customer.  Given the current circumstances, airlines should re-focus efforts on loyal customers flying sooner and more often. Loyal customers can be the early adopters that accelerate the restart. We believe fare marketing -- presenting attractive, compelling fares to the loyal customer base -- is a key pillar of the strategy to re-acquire loyal customers.

Ai: How can airlines bank on their databases and platforms (for example – customer data platform, CRM and frequent flyer databases) to complement some of the tools, for instance, an API that can return the lowest fare available for a given route?

Seth: This depends on the extent to which these databases, platforms, and tools are integrated.

For example, an airline can execute email campaigns targeting its customer/loyalty database, featuring the best available fares on routes frequently flown in the past by each customer.

Ai: It is a delicate balance to get that messaging right in these times. How can airlines focus on content and make booking rewards travel easy for members of their loyalty program members?

Seth: Airline messaging regarding health and sanitation measures is, needless to say, critical for the foreseeable future. But that is not mutually exclusive to the messaging of deals and offers, including reward travel. This starts with promoting reactivated routes as airlines restore their networks. With improved network visibility, airlines can then market award travel through redemption tools where customers can search by route, date, and award budget.

Ai: Airlines are offering members options to purchase miles, gifting of miles etc. How can airlines make the most of their digital assets, such as the desktop site, mobile app etc. to make the most of the same?

Seth: A consistent flow of messaging in high-traffic areas of the website and mobile app of miles offers will be useful in creating a sense of normalcy for previously frequent fliers. That being said, valuable digital real estate (i.e. high-traffic pages) should be leveraged to drive flight search and booking. Increasing load factor -- starting with mobilizing the loyalty base - is priority #1.


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Ai Editorial: Showing elite FFP members that loyalty is a two-way street

15th May, 2020

Airlines have taken a couple of initiatives to safeguard the interest of its esteemed members.  Ai’ Ritesh Gupta spoke to IBS Software’s Binay Warrier about the same.


Airlines have been trying to soothe the concerns of their FFP members, especially those who are accustomed to travelling frequently. These members are worried about their loyalty currency, benefits etc. and keen on gauging whether loyalty is a two-way street. 

A challenging scenario

The entire economics of loyalty works on maintaining a tight-rope balance of managing liability while preserving cash. On a normal day, a majority of redemptions are seen as a positive sign of member engagement, and is encouraged. Redemptions in general, ultimately lead to further earn and is therefore reasonably encouraged.

“What we see now across programs are panic redemptions, while at the same time the opportunities to earn miles/ points and bring back cash into the program are limited. This is indeed a challenging scenario,” Sydney-based Binay Warrier, IBS Software’s Head of Business Development told Ai’s Ritesh Gupta.



“While some are putting restrictions or a temporary clamp down on redemptions, earning member's ire and causing anguish, a few others have been innovative to channelize and extra incentivize redemptions that are ultimately most profitable for them. This include extending points validity, offering cheaper cash + miles options for future bookings, cheaper award tickets for flights well into future, higher prices for consumer good (citing lower availability) etc,” shared Warrier.

Reciprocating for esteemed members

Key initiatives to cope with the liquidity crisis and expectations of members:

  • New ways to retain the spend within the program: One way is to ensure the currency spend is retained within the airline/ program or at least incentivize redemption where the profits are higher than normal.

Also, airlines with enough clout have also been negotiating hard with redemption product suppliers to defer payments to preserve cash.

  • Earn tier status miles for spending with partners: Airlines are exploring various ways of improving ability to earn on the ground working closely with their partners. For instance, an opportunity to earn tier status miles for spending with partners.  

While extending member's status makes sure that they do not get auto-downgraded due to lack of flying (not their fault), this additional move presents an excellent opportunity for members who had already retained their status, and were on the verge of getting to the next elite tier, but now are left with no flying based option to rake up tier miles. This encourages elite members to continue being loyal on the ground within the program's partner ecosystem, so as to reap the benefits of a higher tier when flying resumes, says Warrier.

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Ai Video: Did coronavirus kill travel loyalty?

12th May, 2020

Is the burden of economic woes and other consequences of the pandemic too heavy that loyalty has vanished?

Gabi Kook, Loylogic’s Chief Commercial Officer spoke about the same to Ai’s Ritesh Gupta:  

Ai Video: A Loyalty Program for Doing Good

4th May, 2020

Interview with Andy Choi, Founder, Do Good Points

The COVID-19 pandemic is resulting in unmet needs above and beyond the usual. During these times, Do Good Points, being described as the first loyalty program for doing good, has emerged as apt example of how one can overcome issues like donor fatigue, and rather enable one donate to charities without spending a single dollar.       

“We are the first platform where a user does not have to spend a single dollar in order to make a charitable contribution. So just by engaging and interacting, and learning about social causes and organisations within our network they are able to make a charitable contribution. And something we talk about a lot in social impact marketing is donor fatigue. People, honestly from a user standpoint, are getting bombarded with request to donate etc... we intend to offer people a unique way to engage in social impact,” Andy Choi, Founder, Do Good Points told Ai's Ritesh Gupta in an interview.

Choi spoke about the company, association with the travel sector etc. 


Do Good Against also recently bagged The Ai’s Lions’ Den (Ancillary Revenue Edition) Best Product award (judges' choice).


Ai Editorial: Airlines must stay in touch, bank on the magic of communication

20th April, 2020

Ai Editorial: Airlines can’t ignore the significance of being in touch at this juncture. A visual depicting benevolence or a message sent in advance regarding the cancellation policy (be it for offering a voucher or facilitating a refund) can go a long way in soothing the concerns of a passenger, writes Ai’s Ritesh Gupta


Being safe, healthy, social distancing, work from home…all of this and more continues to engulf our lives today.

In this context, certain travel brands are managing to strike a chord by exhibiting empathy and compassion. Be it for an ad or any other creative campaign, or regular operational messaging, airlines need to keep the conversation going.

Drifting away from selling

Rather than taking no initiative to be in touch or not opting to run any ad campaign, the likes of S7, Kuoni and are reaching out to travelers. Drifting away from unrealistic communication or ads ones that revolved around a dream holiday or indulging in an extravagant experience, certain travel brands are doing great in terms of being with their audience.

  • is encouraging consumers to stay at home. Their ad features Captain Obvious using hand sanitizer.
  • S7’s new initiative is also about staying at home. “Confirm that you are staying at home by pressing “I’m at home” button on this page and receive 100 miles from S7 Priority — you may need them for your future travels,” states the airline.
  • Acknowledging that fresh travel stories cannot be crafted, certain brands are encouraging travelers to share travel memories on social media channels, for instance, #TogetherInTravel and #kuonimoments.

In case a travel company intends to work any communication or campaign around the latest developments, then as GetYourGuide asserts, guidance of governments is being followed carefully.

Tao Tao, GetYourGuide’s COO recently mentioned: “At this time, there are no ways to message around COVID-19, or to carry on with business-as-usual in spite of it. The only appropriate response from tourism businesses is to acknowledge the situation head-on, be clear and direct about the actions they are taking to ensure safety, and to uphold commitments to customers and partners.”

Operational messaging

Equally important is being proactive when comes to be in touch.

As a specialist, 15below asserts that travel companies can't afford to stop communicating during the COVID-19 crisis. “…the airlines that are going to be in the best position when the crisis ends are those continuing to maintain communications with passengers, despite a significant number of aircraft being grounded,” asserts Nicholas Key CEO, 15below.

In its short guide, 15below has listed few key aspects to focus on:

  • It is imperative to communicate with all the affected customers quickly, clearly and reliably. The company highlights the significance of managing a huge volume of cancellation notifications and related messaging daily. Is there any way an airline can encourage a passenger to opt for a voucher instead of a refund? How to automate such crucial piece interaction for millions of affected passengers with a minimal input?   
  • How to restore confidence and inspire at the same time?
  • Using an apt communications platform for greater customer satisfaction.  

Travelport also recently came up with a guide for airlines with the objective of helping airlines to capitalize on the prowess of mobile as communication channel. Travelport focused on how airlines can identify opportunities that would require little or no development. Referring to the functionality built into the iOS and Android operating systems, it mentioned the same offers travel brands a distinctive avenue to pass on information about COVID-19 to their travelers using Wallet passes.

These are valuable tips for airlines. They can’t ignore the significance of being in touch. A visual depicting benevolence or a message sent in advance regarding the cancellation policy (be it for offering a voucher or facilitating a refund) can go a long way in soothing the concerns of a passenger who is currently unsure about many things. It is worth being in touch with consumers at the time of crisis, and letting them know you care!


Coronavirus and travel loyalty - benefits and status flexibility not top of mind

4th April, 2020

Travel companies, including airlines, have made announcements in order to protect their bond with their loyal set of customers. Halting loyalty currency expirations, offering extension for statuses, lowering elite threshold requirements etc. are some of the initiatives that have been taken.

When airlines dwell on, for example, status extension, how are they evaluating their database for the same? Plus, more than looking at miles expiration or statuses, airlines shouldn’t forget the way they deal with travelers at the time of crisis, especially dealing with existing bookings, is going to be a driver of the future association.

Some other areas that need introspection:

  • What’s changing and what to prepare for: Evaluate attitudes, behavior and spending changes related to COVID-19. In its latest study featuring the U. S., market (surveyed consumers twice in one week), Bond Brand Loyalty, highlighted that communication is key. In fact, benefits and status flexibility not top of mind for members.
  • Significance of assumptions: A main issue that has emerged with data analytics and loyalty is – there is no practical or observed data to evaluate how things are going to shape up. An analysis on stressed on the significance of coming up with “smartest assumptions” and classifying members “based on their expected future behavior under normal circumstances, and then apply COVID-19 adjustment assumptions to each”. For example, considering various scenarios such as no pause in expirations and halting expirations for six months, it goes deep into various segments – low, moderate and high (classified on the basis of future engagement).

Also, airlines must dwell on identifying those are likely to travel whenever the rebound happens,  and work out and push special deals accordingly.

  • At a time when planes are grounded, how can airlines celebrate the joy of flying and inspire travelers? Isn’t this a way to be with your future passengers/ travelers as and when they are ready to travelling again?


Ritesh Gupta

Ai Correspondent


Ai Editorial: Time for travel CEOs to lead with empathy

23rd March, 2020

The entire travel sector has been shaken by the acceleration of the Coronavirus outbreak. As the leaders of this wonderful industry deal with financial implications and attempt to stay afloat, they must exemplify empathy and just not look at layoffs, writes Ai’s Ritesh Gupta


The travel industry is evaluating financial actions including cost containment, adjusting guidance, and gearing up for scenario planning and financial modeling for potential consequences owing to the COVID-19 outbreak.

From an airline’s perspective, the immediate calculation is about staying afloat and meeting their debt obligation. Focus is on curtailing operating expenses and capacity cuts to compensate for plunging demand. Evaluating where Southwest Airlines stands, an airline with robust balance sheet, it had a cash stockpile of $6.2 billion post recent additional financing. Analysis by The Motley Fool indicated that the airline is projected to face a quarterly operating loss of less than $3 billion next quarter.  

And technology companies belonging to this sector are in the process of removing cash costs from the business.  Sabre has started working on several immediate actions with regard to its workforce and other costs, totaling over $200 million in cash costs.

“We believe Sabre is well positioned to navigate this challenging environment,” Sean Menke, President and CEO, Sabre. He attributed the same to significant aspects of the business’ cost structure being variable. Other than workforce-related cut, the group is also looking at $250 million semi-variable technology hosting costs.

Airlines are also on lookout for support from the government. For instance, Virgin Atlantic recently appealed to the UK government for clear, decisive and unwavering support for the UK aviation sector, comprising emergency credit facilities to a value of £5-7.5bn, to bolster confidence in the industry, and to prevent credit card processors from withholding customer payments, and slot alleviation for the full summer 2020 season.

Don’t rush, evaluate all the options

The longer-lasting effects of the outbreak on consumer habits are difficult to predict. As Menke admits, the global travel industry is facing challenges beyond what has been experienced before.

"The speed of the demand fall-off is unlike anything we've seen," Delta chief executive Ed Bastian said late last week reportedly in a note to staff.

So what does it mean for travel industry’s workforce? Does it make layoffs inevitable?

In this context, The Harvard Business Review suggests rather than over-reacting and or being too slow, leaders must demonstrate the ability to “keep your cool in a critical situation. Few recommendations:

  • Don’t treat all negative indicators for your business the same
  • Everything isn’t about “self”. Rather the workforce might be willing to sacrifice to save others’ job.  How to make the most of this?
  • Review options - temporary reduction in base compensation, voluntary unpaid time off etc.

The article ends up with a positive message: “Going through a downturn and making tough decisions to keep your company afloat is hard. However, if you lead with compassion you will touch the lives of your employees in an extraordinary way and come out of this potential slowdown stronger than ever before, enhancing the shared values of your staff”.



Ai Editorial: 4 tips for distraught travelers affected by Coronavirus

17th March, 2020

How to get my money back? Leisure travelers, who don’t intend to go ahead with their scheduled trips owing to the spread of the coronavirus, are going through a harrowing phase as they try to get their money back. Travel restrictions, flight cancellations, change in policies…all of it is only adding to the misery.

Being on a call for hours only to get disappointed or even worse repeating the same without any positive result - is it worth the time?  Cancellations and updates have understandably left travelers baffled. Even though travel companies are increasingly being more flexible over cancellations and booking changes in response to the growing coronavirus pandemic, the situation is extremely painful.  

How to react?

It is being pointed out that in certain cases, it would be better to playing the waiting game. For instance, in case travel is more than 3-4 months away, then better to hold on rather than accepting a voucher or travel credit from the travel supplier at this stage. Also, even if a flight isn’t getting cancelled, then also better to see how the policy change is evolving.

Continue to explore options. Depending upon the market one hails from, dig into following areas:

  • Interested in tracking how travel companies are responding, and what are your airline cancellation and rebooking rights? A prudent option is following updates online on consumer websites or from money experts. For instance, MoneySavingExpert in the U. K. has been offering consolidated updates featuring policies and information related to British Airways, easyJet, Ryanair, Jet2, Norwegian, Virgin Atlantic, Accor, Best Western, First Choice, Jet2 Holidays, Marriott, Tui, Avis, Budget etc. These online guides are offering answers to critical questions – how should stranded passengers go about their immediate plan? What does a travel insurance include (medical assistance and expenses, claims for cancellation and trip interruption, personal money personal liability etc)?

Trade organizations such as Airlines for America (A4A), the industry trade organization for the leading U.S. airlines, are also sharing how its carrier members are taking action to help contain and stop the spread of COVID-19.

  • When to count on the credit card chargeback? Gary Leff from, referring to the example of United, wrote: “…for its part, (United) says that if you have an international itinerary with a significant schedule change and want your money back they will make you wait a year. United is not honoring the policy that was published on its website at the time tickets were purchased. That’s a case where I believe you should consider filing a dispute with your credit card company”. (A chargeback is a refund a merchant is forced to make when a customer disputes a purchase. One needs to be aware of the fact that credit card companies each have their own rules for responding to chargebacks).   
  • Airlines themselves are coming up with Coronavirus – COVID 19 updates. It is important to follow them regularly as their policies are also getting updated and fresh details are being provided. Also, certain airlines like easyJet are responding to travel restrictions a country is imposing by sharing its impact on their flight schedule and guidance including detail on what to do (via country-specific links).
  • Keep a vigil on the latest policies of various governments and entry requirements for a specific destination prior to travel.

Extremely precarious situation

 Meanwhile, A4A, has stressed that carriers have seen a dramatic decline in demand, which is getting worse by the day. It stated: “U.S. carriers are in need of immediate assistance as the current economic environment is simply not sustainable. This is compounded by the fact that the crisis does not appear to have an end in sight. In order to combat this unprecedented economic downfall, A4A is recommending the following combination of programs to provide immediate and medium to long-term assistance to the U.S. airline industry and protect their employees: 1) grants; 2) loans; and 3) tax relief.”   


By Ritesh Gupta

Ai Correspondent