*Disclaimer: This article is a generalization and simplifies the airline industry. This will be a series of articles where I’m trying to make sense of airlines as a customer-service industry.
Part 1 of this series can be found here.
Choosing an airline isn’t like buying a t-shirt. So what are we really buying when we pick one over another? One word: brand image.
That phrase covers safety records, word-of-mouth, social media buzz, frequent-flyer miles, the feel-good factor, past experiences—everything.
I don’t have to look far to see it in action. One family member is a lifelong Cathay Pacific loyalist. He won’t fly to a destination Cathay doesn’t serve. He’s been in their frequent-flyer program for over 40 years and still holds Diamond status—the top tier. Another relative just hit Diamond too. Loyalty? I get it now.
I was lucky enough to tag along on a recent trip with them. Diamond members get access to the Cathay First Class lounge, even when flying Economy or Business, and they can bring a guest—me.
Talking to them, you realize what frequent-flyer programs (and loyalty schemes in hotels, etc.) are really about: feeling special. The perks feel worth it. They’ll even fly extra segments just to keep their tier. To me? That’s borderline insane.
First Class check-in counters. First Class lounge. Priority boarding. Priority mileage redemption. Priority upgrades. Priority, priority, priority. You matter—and they want you to know it.
Of course, on average you’re spending HKD$100,000+ a year on tickets to maintain Diamond. These programs hook you, then keep you trapped. Airline alliances like oneworld or Star Alliance tighten the grip. Fly a partner airline and you still get lounge access, status perks, the works—so the benefits follow you even when you’re not on “your” airline.
“Good morning, Mr. Yeung. Welcome back. I’m your Inflight Service Manager. Please don’t hesitate to let me know if you need anything during the flight.”
Never underestimate personalization. That greeting makes my family feel known. On other airlines (which they rarely take), no one greets them. No one knows who they are. They don’t feel special. That cements the psychological “in-group” vibe of their frequent-flyer program. Even if you’re in the last row of Economy, a Diamond member gets a personal visit from the Inflight Service Manager. It’s mandatory. It’s service theater—and it works.
That’s how you become a brand whore. They’d never touch a low-cost carrier. The idea of being “special” doesn’t exist there. Sure, you can pay extra for priority boarding or a better seat, but anyone can buy those. It doesn’t matter if it’s your first flight or your 1,000th.
Upper-tier status is different. You earned it. Yes, you paid for the tickets—but you earned the right to be Diamond. You can’t just buy it. That psychological pull? Nearly impossible to break.
Wait, I must be wrong then what I’ve said in Part 1. Full-service airlines did not shoot themselves in the foot. It is deliberate and calculated. They built it. Loyalty programs aren’t some sorry fix for delayed flights, broken seats, or crappy meals — they’re a trap. Once you are in deep with their loyalty program, you will always be chasing that next tier or doing your best to maintain it. Who wants to be nobody when you were once somebody—even though it is a calculated perception? Sunk cost fallacy, anyone? You might think less about the actual service but more about the points you need to rack up. Is it genius or evil? It is just human psychology—and service brands like airlines know how to use it.