What happens to service when everyone is “elite”?

That question crossed my mind at the airport as I watched the lines moving through security. The lane offering a faster experience appeared busier and slower than some of the regular lanes. People had paid for a service intended to save time, yet I wondered whether they would have been better off joining the shorter line without the special designation.

TSA PreCheck comes at a cost, with the promise of a smoother security experience. But as more travelers enroll, could demand outpace capacity—and leave the faster lane moving slower?

I understand that one visit does not tell the whole story. Airport traffic changes throughout the day, and a crowded lane can clear quickly. Still, the experience raised a question: What happens when a company sells more access than its service can comfortably support?

At some point, being “special” starts feeling ordinary.

I noticed something similar with United’s airport clubs at IAH. Outside one lounge, a sign said that single-use passes were not being accepted. Those passes are among the benefits available through certain United credit cards, including mine.

One time passes are often purchased or are an added perk to a credit card. Often because the lounges are too busy they will not accept them.

The club was busy, and I understand that there are only so many seats. Allowing everyone inside would probably make the experience worse for everyone already there. But from a customer’s perspective, it is frustrating to receive a benefit and then discover you cannot use it when you want it.

The United lounge in Heathrow was packed with people

New United Club entry at terminal B IAH

You thought you had access. Instead, you learned that someone else had a higher level of access.

That seems to be where many loyalty programs are heading: more layers, more qualifications, and more distinctions between customers who already thought they belonged to a preferred group. There is always another tier above you.

For some travelers, achieving status becomes a goal of its own. We track flights, spending, points, and qualifying activity. We consider whether another trip or another purchase will move us closer to the next level. Once we reach it, we begin thinking about how to keep it.

Companies understand this behavior. Loyalty programs encourage us to return, spend more, and choose one brand over another. There is nothing inherently wrong with that. A business needs to make money, and a useful rewards program can benefit both the company and its customers. Over time, many companies change or modify their programs to make it harder to achieve elite status. They are changing the rules along the way.

Starbucks, United, and Carnival have recently changed how they reward loyalty, placing greater emphasis on spending and status tiers. Starbucks introduced Green, Gold, and Reserve levels in March 2026, with faster rewards and additional perks at higher levels. (about.starbucks.com)

United announced that beginning in 2027, Premier qualification will depend on qualifying points rather than its combined flights-and-points option, raising the hurdle for some frequent flyers. (businesstravelnews.com)

Carnival replaced VIFP with Carnival Rewards in September 2026, shifting status from accumulated cruise nights toward spending-based Stars and periodic requalification, while protecting lifetime status for existing Diamond members. Together, these changes raise a question: Is loyalty increasingly measured by how much customers spend? (carnival.com, carnival.com, carnival.com)

The trouble begins when the effort required to maintain status grows while the practical value of that status shrinks.

Higher qualification requirements can put a familiar tier out of reach. Changes to redemption rules can make accumulated points less useful. Additional restrictions can turn an advertised perk into something that looks better in a marketing email than it works during an actual trip.

For me, that is the moment to stop and reassess.

Am I choosing this company because it offers the best combination of price, convenience, and service? Or am I spending more simply because I do not want to lose a label?

Those are different reasons, and the second can become expensive. As a travel advisor, I believe the same thinking should guide vacation decisions. A loyalty benefit has value when it improves your experience. It should earn its place in the decision alongside the itinerary, schedule, accommodations, and overall cost.

Status alone does not guarantee the best vacation.

I enjoy a comfortable lounge, a shorter line, or an occasional upgrade as much as anyone. But I also want the freedom to choose another company when it offers a better experience for my money.

A company’s goal is profit. My goal is a worthwhile travel experience. Those interests can align, but I should never assume they always will.

If a company changes the deal, I can reconsider my loyalty. I do not owe any brand my business simply because I chose it before. After all, loyalty should mean more than my willingness to keep spending. It should also give me a reason to come back.