Re-writing a contract of trust: Why SIA's KrisFlyer overhaul feels personal

Earlier this week, Singapore Airlines unveiled a major revamp of its KrisFlyer frequent flyer programme. From 1 November 2025, KrisFlyer members will need more miles to redeem certain premium cabin awards. The airline also introduced "Access redemption", a new redemption category offering more seat availability, though the number of miles required will vary depending on demand. 

The upcoming changes has sparked concern among netizens who have expressed frustration at the increasing difficulty to redeem miles, said media intelligence firm CARMA. According to Truescope, netizens had also begun discussing alternate credit card options and competing loyalty programmes following the revamp. Following the announcement, MARKETING-INTERACTIVE also received a slew of messages in the editorial inbox, showing how travellers were reacting to the revamp.

While SIA positions these as enhancements, experts say the changes reshape the core value equation of loyalty and raise questions about fairness, predictability, and trust.

Don't miss: How is SIA's KrisFlyer programme revamp impacting consumer sentiment? 

For frequent travellers, loyalty runs deeper than points. Kevin Kan, chief experience officer at Break Out Consulting Asia, stressed that loyalty programmes aren’t just about economics, but rather about emotion, aspiration and trust. When the goalposts shifts, especially without a clear value-add, it can feel like a breach of trust. 

Kan likened the increase in redemption rates to a disguised price hike at a time when cost-of-living concerns are already front of mind. “When airlines ask for more miles for the same seat, that’s a price increase,” he said.

“It's a shift in the loyalty equation. The everyday traveller who’s been saving miles from work trips, family holidays or credit card spend now finds their aspirational redemption just moved further out of reach," he added. 

As a self-described “points junkie,” Kan admitted the devaluation feels personal. “More of my hard-earned saved points will be utilised in order to redeem flights or upgrade,” he said. “I will most certainly be looking at other programs to transfer my credit card points and which airlines I fly in future.”

Echoeing Kan is Nishant Kaushal, founder and CEO of ADNA. Kaushal, who has spent the last two decades in brand equity and CX research for airlines, said that revising loyalty programmes is "unilaterally re-writing a contract of trust". Such changes, he explained, risk breaking the implicit agreement that underpins loyalty.

To preserve loyalty, Nishant argued, airlines must adhere to a number of principles, starting with being clear of value exchange. With the revamp, customers must feel they are getting a fair return for their spend and engagement. If redemption rates increase, the added flexibility such as "Access redemption" awards must be clearly communicated and demonstrated valuably.

"Otherwise, it will be seen as simply a feeble attempt to ‘soften the blow’ from by airline that has recorded record profits recently and now wanting to make even more money at the expense of its regular customers," said Kaushal. 

Transparency, he stressed, is critical. A 2023 Deloitte study found that 63% of frequent travellers valued fairness and transparency over the sheer value of benefits. “When programmes become opaque, loyalty erodes and trust takes a hit which dilutes the brand equity in the long run,” he said.

Now, top-tier members may be a small proportion of the base, but they drive outsize revenue. Kaushal noted IATA’s estimate that fewer than 10% of loyalty members account for over 40% of programme-driven value. These customers expect more than just redemption; they expect preferential access, smoother journeys and recognition, he said, adding that:

If changes diminish their perceived advantage, even subtly, dissatisfaction spreads quickly through high-value segments especially when other airlines such as Emirates and Cathay keep upping their game.

Finally, Kaushal argued, airlines should rigorously test redesigns with their most engaged customers before rollout. This validates assumptions, uncovers unintended consequences and provides time to refine elements before public launch. Without such validation, airlines risk misalignment with member priorities. “Programme redesigns without consumer validation risk misalignment with what matters most to loyal members and once that trust is lost, it is hard to win back," said Kaushal.

That said, not all experts view the KrisFlyer changes solely in negative terms. Carolyn Wishnowski, vice president of global brand, marketing and loyalty at Millenium Hotels and resorts said redesigns inevitably reflect both customer and commercial pressures. “When an airline redoes its loyalty programme, it’s important to balance commercial needs with customer trust,” she said.

“Clear communication, transition buffers, and pairing any hikes with enhancements help members feel they’re not just ‘paying more for less.’ SIA’s new 'Access' option and expanded ways to earn status credits are good examples.”

As a KrisFlyer member herself, Wishnowski admitted she felt the initial sting of higher redemption levels. However, she argued that initiatives such as 'Access' and diversified status earning opportunities signal a more measured approach. She said:

SIA is seeking a give-and-take approach, ensuring loyal customers continue to feel valued while the airline navigates cost pressures.

Wishnowski added that protecting core benefits, improving seat availability and recognising loyalty beyond just flights would be crucial for keeping high-value customers satisfied.

Taken together, the experts underline that loyalty programmes are built as much on emotion and fairness as on economics. For Singapore Airlines in this especially, the challenge is to ensure that KrisFlyer continues to feel aspirational, fair and rewarding. Otherwise, in the words of Kan, customers may begin asking the toughest question of all: “Is this still worth it?”

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