Interview with Pascal Jungfer, CEO of Areka Consulting

Do loyalty programmes have a potentially negative influence on the behaviour of business travellers?

Pascal Jungfer - These programmes are a key factor in travellers' choices. They can sometimes be seen as a form of compensation in relation to the drudgery of travel. Today, the travel policies The vast majority of airlines force travellers to take the cheapest option, regardless of the airline. But this "lowest logical fare"There are limits to this: travellers who want to get round this rule can always play around with the time window to choose a slot that only corresponds to one airline. These programmes are often contrary to the lowest logical fare rule, and there's no point in denying it. Some markets are more attached to a national airline than others, as in Singapore. It's different in the United States, where loyalty to American Airlines or United will depend on the passenger's place of residence in relation to the airline's hubs.

SOME COMPANIES TAKE A POSITIVE VIEW OF THESE PROGRAMMES

Are these programmes taken into account when negotiating contracts with suppliers?

Pascal Jungfer - Contrary to popular belief, some companies take a positive view of these programmes. It helps to reduce drudgery This is something that companies can incorporate into their programme to benefit certain travellers, for example by negotiating accelerated status with an airline. For new employees who have to travel a lot, this offers them a form of early recognition.

Should the company take control of loyalty points?

Pascal Jungfer – In France, to my knowledge, no company has done so. Every so often, a new purchasing director arrives and looks at the problem. But it's a sensitive subjectIt's also difficult to put into practice, as you need to be able to distinguish between personal and professional points. A traveller who goes on holiday with his family also accumulates points on the same card. And these miles cannot be 'stolen' from them.