Although the impact of frequent flyer programs still needs further investigation, Qantas can benefit from the focus on the following solutions and improvements.
The frequent flyer program of Qantas is characterized by a considerable variety of partnerships, which is highly valued by customers. This dimension should be further developed and refined in order to meet the expectations of existing and potential program members. Numerous airlines offer reward credit cards that can be utilized in diverse payment networks (Reales & O’Connell, 2017). Qantas should continue developing partnerships to ensure the provision of value to its loyal customers. Banking services have proved to be popular among the participants of the program, so major attention can be paid to this area.
It has been acknowledged that customer profiles have a significant impact on people’s preferences and choices regarding their participation in frequent flyer incentives (Chang & Wong, 2017). The company should implement thorough research aimed at identifying consumers’ buying habits, price sensitivity, and attitudes towards different dimensions of rewards different loyalty programs tend to offer. The data received within the scope of this research will be employed to develop new offers and rewards. It is noteworthy that the effectiveness of these initiatives should also be analyzed so that the company’s management could identify the exact input of each program. It has been noted that customers’ loyalty and flight frequency are loosely linked to programs, but these incentives are critical in a highly competitive environment. The Australian aviation industry is characterized by a substantial degree of competition, so Qantas has to come up with frequent flyer programs that attract consumers.
Apart from the provision of financial rewards, Qantas should pay more attention to special treatment and tier membership since these non-economic benefits are highly valued by customers (Sukmaningsih, Meyliana, Prabowo, & Hidayanto, 2019). Notably, such incentives are often associated with a smaller financial investment compared to other types of rewards. Nevertheless, consumers are often more interested in a special treatment that tends to be associated with saving time (Sukmaningsih et al., 2019). Services and products that enable people to save time are gaining momentum in the contemporary world, which has to be taken into account.
The company under consideration should also innovate and use the most recent advances to attract customers and motivate them to participate in frequent flyer programs. The use of blockchains or certain devices (mobile-based technology) can attract young people who are accustomed to the use of advanced technology (Sukmaningsih et al., 2019). Again, these technologies can aim at saving customers’ time and/or offering entertainment, which is often people’s priority during flights. Travel experiences can be improved with the help of these initiatives, so customers will remain loyal and choose Qantas rather than its competitors.
Finally, flexibility has proved to be one of the most expected features of frequent flyer programs (Gao, Carrigg, Lewinski, Polderman, & Tkalcevic, 2018). Qantas should develop initiatives for customers depending on the distance and time of flight, as well as other peculiarities of people’s travel experiences. The company should invest in thorough research to develop the most effective options. New programs should be offered quite frequently as customers’ preferences undergo constant changes, and it is critical to respond to these shifts. Flexible membership packages and attention to customers’ needs and desires can help Qantas remain competitive in the Australian aviation industry.
References
Chang, H. H., & Wong, K. H. (2017). Consumer psychological reactance to coalition loyalty program: Price-consciousness as a moderator. Service Business, 12(2), 379-402. Web.
Gao, Y., Carrigg, M., Lewinski, R., Polderman, D., & Tkalcevic, P. (2018). The perceived value of frequent flyer program benefits among Australian travelers. International Journal of Aviation, Aeronautics, and Aerospace, 5(3), 1-20. Web.
Reales, C. N., & O’Connell, J. F. (2017). An examination of the revenue generating capability of co-branded cards associated with Frequent Flyer Programmes. Journal of Air Transport Management, 65, 63-75. Web.
Sukmaningsih, D. W., Meyliana, Prabowo, H., & Hidayanto, A. N. (2019). Loyalty program dimension and future trend for hospitality and travel industry: A systematic literature review. International Journal of Mechanical Engineering and Technology, 10(3), 793–807.