Check out these two images from the Wall Street Journal (Airline Seats Available for Elite Fliers Only, July 12). Both show available seats on an American Airline flight from LA to New York. The first shows what’s available if you lack any status in American’s frequent flyer program. The second shows what seats are offered to a flyer with sufficient status in the frequent flyer program.
To be clear, these seating charts are for the same flight at the same time — all that differs in one’s frequent flyer status. Further, while this example comes from American, other airlines play similar games.
Unlike American, Delta Air Lines shows the Preferred seats it has held back for elite customers, but doesn’t allow regular customers to book them until 24 hours before departure. At that time, Preferred seats are offered for a fee to nonelite-level customers.
US Airways also blocks seats for elite-level customers and labels them Preferred. The airline sells what it calls Choice seats in rows near the front of the cabin for $5 to $99 one-way that don’t have extra legroom but do have early boarding privileges. On the whole, US Airways says 9.5% of its coach seats are labeled Choice. Preferred, Choice and exit-row seating, which is sometimes sold for a fee, account for an average of 30% of coach seats on the airline’s planes.
Those seats open up to customers without seat assignments who don’t want to pay starting 24 hours before departure, US Airways said.
Not to surprisingly, a lot of customers find these games rather annoying. In the American example, there is one seat to be had for free for a non-elite flyer in what can only be described as a crappy location. The article has this wonderful quote “American says it doesn’t think blocking open seats from view pressures customers into paying for extra-legroom or Preferred seats.” which makes you wonder whether the folks at American are naive or dishonest.
I first should acknowledge that airlines has every right to allocate seats as they see fit. All sorts of firms offer better or exclusive deals to particularly large or loyal customers. However, there are some differences between what airline are doing and what, say, a typical retailer might do. For one, denying an assigned seat potentially imposes a lot of risk on the ticket buyer. Having a ticket does not necessarily guarantee flying and would-be passengers might legitimately worry that not having an assigned seat might increase the chance of being bumped from a flight. That is, the assertion that limiting the seat selection is not coercive is truly disingenuous when the potential downside of not buying is having your entire vacation disrupted.
Then there is the issue of information asymmetry. American has far better knowledge about how the plane will fill out than a passenger does. This would also be true for Delta. They may show how many seats they are currently setting aside for elite customers but they are better able to estimate how many of those seats will be available for the hoi polloi come time for taxi and takeoff.
This last point is the most challenging aspect for customers. They are being forced into a lottery with no really solid way of estimating their odds of winning. Having said that, I am not sure I see a better way of running the system. The airlines have a legitimate reason for holding back above average seats for favored customers and that inherently limits the choice of non-elite flyers.
Marty,
This system and similar “robbing Peter to pay Paul” concepts could have significant unintended negative side effects:
It could inhibit the development of the airline’s future elite customers. These customer do not currently qualify for elite status, but have the potential to quality in the future.
It could frustrate the transformation of high-value shared customers into loyal customers. Shared customers divide their purchases between two or more airlines.
It could also particularly preclude the acquisition of competitive elite customers.
Arie
Arie,
So on the last point, airlines have ways of poaching other firm’s elite customers. This is actually from a different WSJ Middle Seat column:
“Across the airline industry, “status matches” have become a standard way to switch carriers, or just add another one to your list of regulars, and be an instant big shot. Send one airline a recent statement showing your top status on a competitor and the carrier will match it and let you keep it long-term if you hit travel targets that are relatively easy for road warriors within 90 days.”
See here:
http://online.wsj.com/article/SB10001424127887323873904578569500992978498.html
Now that doesn’t help low status passengers who may be grow into that role (eg the college kid who is about to get a consulting job) but the firm might be able to figure that out pretty quickly. When a 22 year-old moves to Chicago and starts flying to St Louis on a weekly basis, they can make sure she gets taken care of.
I think these policies most adversely affect leisure travelers who are almost always flying different route and are price sensitive. I am not sure that any of the major airlines worry to much about losing those customers.
Marty
Hi Marty, Arie,
Excellent post, great (re-)comments.
On top of your argument wrt leisure travelers it’s the frequent flyers that show up most of the times in most of the planes. On flights where this is not the case (leisure flights) there will automatically be more seats to choose from by leisure travelers.
So the only real issue is the frequent flyer that doesn’t use one brand, because there is a lack of (displayed) seats at his favorite brand..
This is a known phenomenon in Lifetime Value/CRM thinking. The brand is at risk of underutilizing its full value potential if it does not appreciate Customers in accordance with their value potential. This can be (rather) easily addressed by analyzing new customers based on their behavior and trying to assess if this matches previous ‘low value customers that turn high value customers’- behavior.. Customers that show a high likelihood could then be given ( temporary) access to more choice in seating, much like their high-value peers, to see if they make up for their potential.
What do you think?
Wim
“Not to[o] surprisingly, a lot of customers find these games rather annoying.”
Arie raises an interesting question: how much repulsion does a customer have to put up with before becoming attracted?
Here’s a random example from two US Air segments yesterday: feeder flight to one of their hubs and long haul segment to actual destination.
In both cases when boarding time came the gate crew called out seven different classes of preferred travel before getting to the first of the boarding zones, of which there were three for the feeder segment and four for the longer haul. Nobody stepped forward for the first five preboard groups, and for the sixth one passenger did, who was told he did not qualify and would have to wait his turn (which came in the seventh).
For the second segment (once again nobody in any of the multi-tiered elite groups) one of their ramp personnel chased a family down the ramp to demand that they consolidate their carry-ons into one fewer than they number they had.
What a complete joke. Not only does this behaviour alienate customers, it also insults the intelligence of any life form with more than five or ten functioning brain cells.
My own travel patterns are at a level such that US Air makes one point perfectly clear: they don’t want my business. Fine with me, they aren’t going to get any more of it than absolutely necessary. I don’t even bother to register my mileage number when booking with them any more.
With yield-managed fares that magically disappear when one tries to book them, extra charges for everything that can be identified, and now these invisible seats, dealing with US Air these days feels a lot like haggling with a dishonest used car salesman. It’s not at all clear to me how this could be reversed — certainly not by introducing more complexity into a game that’s completely rigged against the customer.
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A fantastic post, a excellent blog! 😉