I'm going to provide [my perspective] insight as to why some airline fees on award tickets are high compared to other carriers.
Note:
I don't work for Qantas, although, I have run the Loyalty Program for a well-known international airline.
This insight is simply about providing you all with a greater understanding of how the points economy operates so you can have a greater appreciation of why airlines price award seats differently, and why you might have different award availability than other loyalty members.
Nothing here is confidential - nor is it a complete picture. All points/miles/costs below are hypothetical for illustration purposes.
First up - we can't talk about the cost of redemptions without the following:
- Qantas classic award chart points cost has remained largely unchanged for most flight redemptions since 2005
- Interchange in Australia is being regulated down, and that has put pressure on all frequent flyer programs to reduce the cost per mile/point being sold to banks [Earn Rate]
- Airlines charge each other for award inventory, and this includes charging their own loyalty program for seats [Burn Rate]
The Qantas redemption table is more or less the same cost in points since 2005. That's 14 years of no points price increases. I can't think of any other product or service in my life which hasn't increased in price over that timeframe. Costs for Qantas have gone up (according to annual reports), although CASK hasn't changed a great deal, due to efficiencies, newer aircraft etc.
The point is - costs go up - but classic award points costs are steady. Does something have to give?
Earning
All points are sold to airline partner at different prices. Some are sold at a premium (generally a low-volume merchant), and others are sold at very low cost. Some deals have other commercial aspects where points might be sold at very low cost, but that company has an obligation to transact $x/Million a year with another area of the airline. There are even scenarios where points can be sold/issued at no cost because those points generated to fit into a larger picture which drives another part of the Group economics. Fundamentally - the average revenue per point YOUR frequent flyer account accumulates at may be different to the next member.
With the above in mind - consider your own scenario:
- How many points did you earn from flying with the host airline?
- How many points did you earn from flying with an Alliance partner?
- How many points did you earn from shopping partners?
- How many points did you earn from credit card spend?
- How many points did you earn from credit card sign-up bonuses?
- How many points did you earn from hotels, car rental etc?
For simplicity - assume your average point was created at $0.05. Your friends account average point might be around $0.04.
When you redeem your points [for anything - since every redemption has a cost] - the cost in points is a flat rate, but the underlying revenue generated from each point is not static. So the 50,000 points airline ticket will cost the Loyalty program $X, and the margin realised on that redemption (which is additional realised revenue after you take the flight), would be less for your friend, than your own account.
It is possible, and very real that the points cost on a redemption does not cover what the airline has to pay for that ticket.
For example, if the above 50,000 points airline ticket costs the airline $3,000 to buy that seat, that translates into $0.06 per point.
Charging the member an award booking fee and other costs allows the program to recover more revenue without changing the headline points pricing.
Your account:
Award ticket cost to loyalty program = $3,000
Your 50,000 points earned at $0.05 = $2,500
Fees & Charges: $500
Net position: $0
Your friend's account:
Award ticket cost to loyalty program = $3,000
Your 50,000 points earned at $0.04 = $2,000
Fees & Charges: $500
Net position: -$500
Interchange Impact
In the USA for example - banks buy airline miles at 2-3x the cost of what banks pay in Australia. [Read between the lines in SEC filings and annual reports]
This means, the US loyalty programs have more margin to play with on the redemption side, which is why it costs fewer miles to redeem with US carriers. Additionally, US loyalty program members have virtually unlimited miles available, which means the loyalty program can negotiate more favourable terms with airlines which they buy award inventory from. Buy more flights = get bigger discounts.
Consider the same above scenario if points were sold at 3x the rate to banks in Australia:
Your account:
Award ticket cost to loyalty program = $3,000
Your 50,000 points earned at $0.15 = $7,500
Fees & Charges: $500
Net position: +$5,000
You can see that the US loyalty programs don't need to charge as many miles for award tickets.
This is why, as a consumer, you will get the best deal if:
- The loyalty program you earn points with has no interchange regulations in their home country, thus greater revenue per point [which generally translates into lower points on redemption]
- Your loyalty program has high volumes of redemptions, thus driving cost down for the loyalty program
- The host airline of the program has excess capacity and needs to fill the seat, thus reducing the cost of seats to own member base
- High consumer credit card debt, leading to greater bank revenue (regulatory authorities want fewer rewards so that those unable to repay in full are not subsidizing those who do, which actually works in reverse, where banks reward ALL consumers less, and increased margins contribute to higher bank profits)
This two-minute rundown and doesn't come close to covering everything or the structure of loyalty programs, cross-charging, how analytics pieces everything together etc. It also doesn't take into consideration other factors, such as:
- CLTV (lifetime customer value)
- CFR (predicted future revenue)
- Predicted Member Outcomes (propensity for the member to xx_xx_)
- Airline ticket sales (how much you're spending with the host airline on revenue tickets)
- Airline Ticket Spend Attribution (do you buy for your family, company etc)
- Breakage (expiring points)
- Cash position of the host airline (willingness for long term loyalty or short term cash)
- Alliance and partner network (commercial structure, alliance compliance requirements)
- Management buy-in (For example One Airline CEO has publically said you're better off with a 2% cashback card than with their own airline co-brand card)
- Government and regulatory constraints (do loyalty programs want to be more transparent?)
- Brand and market strength (what will the market bare)
- Revenue Management (are award seats controlled by RM, or Loyalty RM - are they dynamically controlled?)
- Much much much more...
All of which greatly affect the loyalty program dynamics and economics, which - translate into how the loyalty program can reward members.