Are Companies Taking Advantage of Their Loyal Customers? A Growing Concern in Today’s Travel & Consumer Landscape

Loyalty used to mean something. Whether you were a frequent flyer, a daily Starbucks customer, or a regular cruiser, brands rewarded commitment with perks that felt meaningful. But over the past few years, a troubling trend has emerged: companies are modifying their loyalty programs mid-stream, often making it harder for customers to earn or maintain the benefits they once relied upon.

When the companies keep balancing the scales in their favor it almost feels like they are cheating.

This shift raises an important question: Are companies taking advantage of their loyal customers?

Moving Goalposts: When Loyalty Stops Feeling Rewarding

One of the most frustrating aspects of modern loyalty programs is how frequently the rules change.

Take Starbucks, for example. Many longtime customers were frustrated when the company increased the number of “stars” required to redeem a free drink. What once felt like a fun reward for frequent purchases suddenly required significantly more spending.

The travel industry reveals even sharper examples. Carnival Cruise Line recently updated their VIFP loyalty program, making it more difficult—not easier—to reach and maintain higher tiers. For travelers who invested time, money, and loyalty into the brand, these changes felt like an unexpected step backward.

Similarly, airlines such as United and others have continuously shifted the requirements to reach elite status. What used to be based mostly on miles flown has shifted heavily toward dollars spent—meaning loyal customers who travel often but economically are now at a disadvantage. Add in rising fees, reduced complimentary services, and fewer award seats, and those “elite perks” start to look more like corporate illusions than genuine loyalty rewards.

Is It Fair to Change the Rules After Customers Commit?

The fairness of these adjustments is at the heart of the issue. On one hand, loyalty programs are not contracts; companies reserve the right to modify them. On the other hand, many customers make purchasing decisions—and long-term commitments—based on the promise of these perks.

For example, a traveler might repeatedly fly with a single airline for years with the expectation that the path to elite status remains reasonably stable. When airlines suddenly double the requirements or shift the metrics, they effectively punish customers who already invested their time and money under a different set of rules.

So, is it fair? Technically yes. Ethically — that’s more debatable.

The Bottom Line vs. Customer Loyalty

It’s no secret that corporations relentlessly focus on maximizing profit. Shareholders expect continuous growth, and companies look for areas to cut costs or increase revenue. Loyalty programs, once viewed as expenses, are now treated as assets to be “optimized.”

But optimization often means decreasing rewards, raising thresholds, or introducing more up-charges.

We see this everywhere:

• Airlines adding fees for luggage, seat selection, early boarding, and even basic customer service.

• Cruise lines reducing what’s included in the “all-inclusive” promise while increasing specialty dining and paid experiences.

• Hotels redefining “elite benefits” and making free night certificates harder to redeem.

These changes may help short-term profits, but they inevitably risk weakening customer trust.

Could This Backfire?

While companies justify these changes in the name of financial sustainability, there may be a limit to how far they can push before customers push back.

Loyalty only works when both sides benefit. If travelers and consumers begin to feel that their loyalty is being exploited instead of rewarded, they may choose to:

• Spread their business across competing brands

• Select options based solely on price instead of loyalty

• Abandon loyalty programs entirely

In the long run, this could erode the very customer base companies once depended on.

A Turning Point Ahead?

We may be reaching a moment where customers start questioning the value of loyalty altogether. Brands must recognize that loyalty isn’t guaranteed—it’s earned. And once lost, it’s incredibly difficult to rebuild.

If companies continue shifting loyalty programs to favor profits over people, they may find themselves facing an unintended consequence: loyal customers leaving in droves.