Designing Frequent Flyer Programs Effectively-a Market-Research- and Interview-Based Study for the German Aviation Sector

In the face of growing competitive pressure and the dilemma of revenue-cuts due to the Corona lock-down airlines have to question their marketing activities. Frequent Flyer Programs (FFP) of German airlines have to date been an important element of customer relationship marketing in the brand-airlines segment, but recently have been cut back due to doubts on their profitability. The study refers to a comprehensive review of empirical studies in FFP to classify design characteristics of international programs. Referring to this classification it analyses the design framework of Germany’s predominant Frequent Flyer program (Miles & More) in the form of a case study, and compares the approach to international standards. Five insider expert interviews are conducted to evaluate the effectiveness of the concept and derive development options to secure the sustainable effectiveness of the program in a changing aviation market. The study finds some adaptations to Miles & More indispensable to make the program future-proof. A comprehensive and convincing framework comprising status, monetary and service rewards is essential to ensure consumer attractiveness and continuity. The partner network has to be expanded globally to ensure the programs international attraction. Bonuses have to be amended to particularly address frequent and international flyers Considering this advice, Miles & More can become an important building block in a post-Corona airline marketing setup.


Frequent Flyer Programs -a Remedy to Competitive Pressure in the Aviation Market?
The European aviation industry is in an existential crisis. The Corona lock-down has brought significant restrictions to the airline sector: in March 2020, 80 to 100% of global flights were cancelled and to date flight frequency has reached only about 50% of the pre-Corona period (Mazareanu, 2020). This development has brought airlines significant revenue slumps. Given the insecurity of many passengers concerning the risk of infections during flights, flight demand could remain at a low even after a loosening of governmental aviation restrictions (Nižetić, 2020, p. 10953).
The impact of Corona, however, is only the peak of the iceberg of a more profound and prolonged crisis in the European aviation sector: Due to the progressive deregulation of international flight markets and the decrease of fuel prices, rival low-cost carriers from around the globe have gained important market shares in Europe. Their coverage has risen from 9% in 2002 to 43% in 2017. Since 2015, several established European Airlines have filed for insolvency as a result of tumbling flight prices, while transportation and administration costs are increasing (Powley, 2017).
Established airlines increasingly depend on a relatively small community of frequently flying customers (about 15% of flight passenger), who rely on proven service and quality standards and keep loyal to brand airlines (IATA, 2017, p. 5). Frequent Flyer Programs (in the following: FFP) were established since the 1980s to engage this target group. They are designed as bonus system for repeat booking that offer free flight miles and additionally e.g. priority check-in, separate lounges or board service, suggesting a VIP status (Peacock, 2019). FFP are usually kept as separate profit centers by airlines and often include external partner companies, which progress to VIP status (Zins, 2001, p. 269). Perceived fairness of FFP creates positive performance expectations among members, which results in recommendation behavior (Mathies & Gudergan, 2016, p. 3).

Design Elements of FFP
Design elements bringing forth the described desirable image formation, loyalty and repeat booking behavior are discussed controversially, concerning their effects. Essentially, three design factors are considered relevantmonetary incentives, service rewards and status rewards.
Monetary incentives comprise rebases and pricing benefits (e.g. free miles or free flights) offered on the basis of collected credit points, which usually are assigned per booked mile or currency unit. Monetary incentives are perceived attractive when a high number of redemption options are available and numerous partners contribute to high program reach (Yan & Cui, 2016, p. 1). Monetary incentives and superior treatment induce the perception of economic, psychological and interaction value with customers (Kreis & Mafael, 2014, p. 592). Monetary rewards enhance customer-airline relationship quality, but their acceptance and impact depend on consumers' overall satisfaction with airline brand and flights (Keh & Lee, 2006, p. 133).
Service incentives concern additional services that FFP passengers can receive free from charge or only against credit points and, which differentiate FFP passengers from conventional travelers, e.g. priority luggage service, free cancellations, short term ticketing. Service awards differ in effectiveness depending on passenger and travel type (Whyte, 2003, p. 278;Chin, 2002, p. 74), overall passenger satisfaction and brand conviction (Mathies & Gudergan, 2013, p. 37). Their impact depends on the design of monetary rewards (Mimouni-Chaabane & Volle, 2010. p. 26). Only sustainable care for customer service contributes to establish customer lifetime value (Keh & Lee, 2006, p. 128).
Status rewards refer to immaterial benefits, which are based on the classification or status of the passenger alone, not on rebates or additional services. FFP passengers cherish the feeling of superior status and the social community with a perceived elite in-group (Wang, 2014, p. 58). Status awards mediate the feeling of recognition and impression of having a special status, being distinguished or treated better, although the distinction from service awards is not always clear. Status awards have been found to justify price premiums (Gao et al., 2018, p. 11,) effectively encourage loyalty if VIP status is tied to very frequent bookings and clearly visible (Mimouni-Chaabane & Volle, 2010. p. 26) and even compensate for airline quality deficits (Orhun & Guo, 2018, p. 1). The effectiveness of status awards, however, depends on culture and passenger type: Among Chinese passengers perceived status is the most effective tool to enhance relationship quality, but equally contributes to (undesired) customer entitlement, which reduces relationship impact if customer expectancies are not met (Ma & Li, 2018, p. 306;Colakoglu & Artuger, 2013, p. 1).

Findings and Further Research Requirements
The review details the assumption that FFP support airline marketing ins several respects, Behavioral effects are diverse: FFP influence consumers' attitude and more globally airlines' image. FFP contribute to customer satisfaction. FFP can encourage customer loyalty, which takes shape in repeat booking behavior and peer recommendation. These observations result in a first assumption T1:

T1: FFP impact customer satisfaction, booking behavior, loyalty and recommendation behavior.
FFP effectiveness results from an interplay of their key design elements monetary incentives, service and status awards. Positive behavioral effects of all three factors have been found but the interaction of design elements and external conditions to effectiveness is obvious: culture, passenger and travel type are of relevance. A second thus is plausible: combine FFP design elements in a targeted way.

Combined Case-Study Methodology
The empirical section combines document analysis and an interview-based empirical study. Referring on the review-insight that FFP impact is culture and target-customer specific, a case study design is chosen, which focusses on the Miles & More program of Star Alliance. To assess the present design of Miles & More in comparison to other Frequent Flyer Programs its parameters are evaluated in the form of a market overview. In-depth interviews with five Miles & More insiders are conducted to assess how the design elements impact customer behavior and to found and concretize the review-based assumptions empirically. Triangulating these results, a measurement plan is developed, how Star Alliance and comparable airline networks can make their Frequent Flyer Programs future proof.

Design of Market Analysis
The market analysis refers to public data on international FFP and compares these to 'Miles & More', the only German and one of the major European airline loyalty-program. Methodologically, the market research is based on Mayring's (2015, p. 62-63) recommendations for qualitative content analysis. It uses a set of variables and dimensions to uniformly classify different data sources and extract relevant information systematically so that an academically founded comparison is realized. The document coding scheme refers to categories retrieved from the systematic review and comprises characteristics of FFP, which as detailed above, are monetary, service and status awards. Monetary incentives are classified quantitatively with regard to the amount of money to be spent to earn miles, maximum time intervals to mileage expiry and opportunities to redeem mileage. Limitations and special conditions are summarized. Altogether the major 21 international FFP are assessed and the major design elements are compared to Miles & More to assess the performance of the program as compared to market standards and characterize its design elements in detail as compared to competition.

Design of Interview Study
To explore the impact of Miles & More on consumer behavior a problem-centered and semi-structured interview-design is chosen. The semi-structured interview is particularly suitable for the analysis of diverse understandings of individuals at different levels and in different contexts, since semi-structured interviews invite participants to classify themselves as actors on the scene of the research object (Mayring, 2016, p. 70).
To reach comparability of results the interviewees are presented the same set of questions, which include 1) data concerning the participant, 2) an analysis of the perceived efficiency of different FFP-design parameters, 3) the expected and observed behavioral effects of FFP among airline customers and 4) perceived moderators and controls of FFP effectiveness at the airline and customer level. The interview participants' positions and responsibilities are summarized in This selection of interview partners is balanced between a professional practice and academic context. Three participants are still involved in Star Alliance, and accordingly insiders concerning FFP in the German aviation sector, two use their earlier experience in this field in an academic context today. The participants cover different and complimentary qualifications in airline management and marketing. The selection of interview participants accordingly is representative with regard to the issue of the impact of Miles & More on consumer behavior. The interviews were conducted on phone and interviewee were informed on the voluntariness of their participation and information. Interviewees double checked the transcribed interview text before further academic analysis.
The interview evaluation follows Mayring's standards for content analysis. The analysis progresses by research question and their structure is directly linked to the course of argumentation in the thesis, i.e. progresses from FFP design to FFP customer impact and potential moderators or controls of this relationship. Subcategories of analysis are formed if interviewees introduce new aspects, which are relevant to the core issue. Units of analysis comprise coding units, content units and evaluation units (Mayring, 2015, p. 51). Here full main clauses and full subclauses are chosen as minimal units of analysis (coding units), to stick to the intended sense of statements. Maximal content units extend to the comprehensive answer to a single question.
The research results are valid since the survey is based on categories gained from a comprehensive review of earlier empirical research. The results are reliable -in so far as possible for qualitative research -since the information originates from a representative sample of experts in the field of Miles & More (Cooper & Schindler, 2008, p. 244-247) and the interviews are evaluated according to a proven academic concept (Mayring, 2015, p. 58f). Potential biases result due to researcher's interpretation of interview texts and participants' readiness to disclose relevant information.
The interview and market research results are triangulated considering the review-based insights to develop recommendations to adjust the Miles & More incentive scheme to optimize consumer impact.

Empirical Results
The empirical results comprise market-analytical and interview-based insights:

Results of Market Analysis
Today there are more than 220 FFP worldwide, the most important 21 programs are assessed. Since enrollment is usually for free or inexpensive, most frequent travelers are members in several FFP (Global Flight, 2019, online). Table A2 (appendix) summarizes the collected data, which were retrieved form FFP websites and overview websites (Globalflight.net; J.D. Power; Bortz; Peacock; Finder) in summer 2019, the results inform on options for earning and redeeming miles, miles expiry and service-status awards, which are usually inseparable. The following analysis classifies the Miles & More program, in the FFP market according to these criteria.

Earning miles
Airlines provide different schemes for earning miles in the process of booking flights. For all but one airline the assignment depends on the customer's status level attained in the program, which usually is calculated as a factor on the mile allocation in the lowest frequently flyer level. The column "earning miles" indicates a span of credit assignments for passengers depending on their status, 5-10 m/$ indicates that passengers in the lowest status rank obtain 5 miles per USD spent, while those in the highest rank obtain 10 miles for the same expense. Miles & More disposes of a differentiate earning scheme for different partners.
In Europe and the USA, the assignment of credit points is the most common assignment scheme. Miles & More adds a factor classifying the participating airline into this calculation. Asian Airlines use a booking-class and flight-category-based mile (or point) allocation scheme usually. Few airlines, connected to both Asian and Anglo-Saxon culture, use a mixed model and assign miles or credit points according to money spent and flight type: Air Canada allows customers to choose either system. Cathay Pacific calculates club points by adding up miles flown and price category. Alaska Air Group calculates the miles per flight class and fare class.

Expiry
Column "Expiry" indicates the number of months the miles stay valid when no further flight is booked. All but two airlines (Alaska Air Group and Japan Airlines) use expiry periods. European and US airlines use expiry periods of 18 to 24 months usually. Miles & More grants 36 months. Most Asian providers or providers frequenting Asia use longer expiration periods e.g. 36 -120 months. Some, particularly Asian airlines make exemptions to expiration periods, which are indicated in column "limitations & spec. conditions".

Mile redemption and partner network
Most airlines operate within a network of airline partners, which equally refund the miles gathered with the emitting airline. Only few airlines impose restrictions e.g. non-redemption days.
Virtually all FFP cooperate with travel-related external partner companies, particularly hotels and rent-a-car companies. Network sizes differ strongly. The largest FFP disposes of more than 1,000 external partners. The Miles & More network comprises 27 companies, which share diverse Frequent Flyer Programs and is valid in more than 20 countries. The Miles & More redemption scheme is complex, varies across partners and sets minimum mileage limits, from which redemption is possible and depending on the award zone. Most FFP, among them Miles & More offer credit cards by the airline itself or an airline partner company. All airlines using credit cards in their FFP equally cooperate with shops, physical or/and online, which grant reductions on purchase prices as a refund for miles or credit points. Several airlines offer additional non-air-based services e.g. vacations, cruises, events, to FFP customers directly on their website, Miles & More do not follow this promotion scheme.
Some airlines allow to transfer credit points or miles accrued with their company to other persons or institutions: Japan Airlines and Turkish Airlines offers family member credits or pooling, which allow other members of the family, up to a certain degree of relationship to participate in the bonus system when booking flights. Lufthansa Miles & More, Air Canada and American Airlines allow customers to donate their credits for environmental causes (CO 2 tax) or listed organizations, but do not allow personal transference.

Service & Status awards
Status rewards are homogenous in type across airlines. The following chart classifies benefits by flight state and comprises offers provided by most examined airlines to elite FFP members: All airlines differentiate among elite passengers and dispose of at least three of four elite member scales e.g. from bronze to platinum grade. The restrictions to reach elite member status and the respective levels differ.
There is no airline, which assigns status rewards after a certain period of membership or a certain total amount of acquired miles. Rather status awards usually have to be regained annually by booking new flights and are assigned for the recently accomplished booking period. Most airlines and all Western companies among them Miles & More, tie access to elite status directly to their mileage point system and allow passengers access from a certain level. Access conditions to Mile & More VIP status positions are not directly disclosed on the website but available from secondary pages only and maintenance of the (lowest) FF-status is limited to a number of 30 annual flights and 30,000 status miles (Luxury Travel Expert, 2019). Miles & More terms and conditions are general and make no definite commitments on the height of miles accumulated by value of purchased good or service and neither on the value of miles or redemption (Miles & More, 2019, online). Some airlines have got additional or substitute conditions to attain elite member status, which are even less transparent.

Interview Results
Interview results concretize and criticize the design and positioning of Miles & More and provide suggestions to improve the system:

Status and effectiveness of FFP design elements
Interviewees critically appraise the changing design and diminishing attractiveness of Miles & More incentives. it has contributed to a loss of attraction from a customer perspective: While twenty years ago airlines intended to maximize the booking quotas of their aircrafts, today customers struggle to obtain seats at all (P1). Today VIP seats are frequently not available. Miles & More has further changed their FFP from miles-based to value-based incentive system, i.e. today, miles are granted only when price premia as compared to budget flights are paid (P1 & P2). Due to restrictions on redemption, price rebates have lost in attraction according to P2 and P4 and travelers focus on status and service awards increasingly. Lounge access, fast tracks and extra bags are of interest to the major target group of status-oriented frequent business flyers. FFP incentives directed to "vanities" and image appeal a lot to business travelers. They do not mainly aim at collecting credits but at boasting with their personal advantages (P3). These special services are provided to inner circle members only, but these are ready to pay additional fees to maintain that status. For those status members, free flights are not of interest since they travel permanently anyway. They only want to keep their status and amenities, no matter at what price (P4). P5 adds that the cheaper privileged availability of consumer products on the basis of credit points has become a major attraction of Miles & More recently.

Development requirements for Miles & More
The interviewees' opinions on development requirements to ensure the survival of Miles & More inform on, which development paths the incentive system could take in future: the transformation of the program from miles-based to value-based systems will continue according to P1, since flights are usually fully booked (or have been before the Corona-crisis). With the transition from miles to credits similar to an alternative currency, these credits have become taxable, which questions the whole miles concept and possibly the effect of FFP on consumer behavior could be lost, explains P5 and doubts that focusing on monetary awards is sustainable in future.
Airlines could, according to P1, expand their programs to further partners e.g. banks, which to date is only partly successful. Collecting miles is fascinating consumers, no matter, which mechanism is used. P4 explains that reach and number of FFP partners should be increased to ensure the competitiveness of Miles & More. Bonus payments should be redeemable more easily if the FFP would be aligned with regular banks. To date the number of products and brands, FFP can be utilized for is limited. Coalition programs e.g with cinemas, filling stations and restaurants for instance could contribute to spread Miles & More and to use it for the collection of consumer data (P2). P2 suggests that Miles & More should refer to customer data from other providers more effectively to individualize promotional offers.
P4 disagrees: Miles & More should turn its focus from consumer good marketing to service and status awards, since consumer goods are available cheaper through other intermediates meanwhile. Consumers are eager to collect status awards to represent their position in public. These awards however have to be limited to comparatively few passengers to maintain their effect and due to limited capacities (e.g. in lounges and on priority seats) (P1 & P2).

Moderators and controls of FFP effectiveness
The participants see diverse moderators and controls to FFP effectiveness at the level of customers' habits and airline quality and safety: the attraction of mileage systems largely depends on the size and reach of the partner networks, which offers customers extensive options to utilize their miles. Miles & More gains in effectiveness with reach and applicability. With the number of network participants, the range of offers increases, which attracts further members and increases the impact on customer loyalty. Far reaching networks enable partners worldwide to benefit of travelers (P1, 3, and 5).
P3 explains that FFP programs are only complimentary, while the major quality characteristics of airlines are punctuality, logistic convenience and pricing. According to P4, however, FFP are particularly effective when the reputation of the airline concerning the major quality criteria is not perfect. FFP can compensate travelers for other short comings. Discount carriers for instance can grant additional rebates through FFP, while for Swiss Airline, which enjoys an excellent reputation, FFP have hardly brought additional customers. Given the high quality of its airline partners, Miles & More could thus prove little profitable.
The attraction of mileage systems according to participant 1 and 5, of course depends on customer and travel type. FFP are attractive to frequently flying business customers mainly. Private holiday flyers, on the other hand, are rather budget-oriented and utilize mileage systems to a much lower extent. Participant 4 agrees that the effectiveness of FFP largely depends on the customer, FFP should be designed for a special target market. P3 concretizes that FFP are effective when executives, who benefit from the bonus system do not have to pay for it, since their company is charged with the costs. Private travelers and self-employed business men do not enjoy mileage systems so much, since they are aware that it is them who pay for the benefits after all. According to participant 4, most companies have abolished personal benefits during flights anyway, which has reduced the attractiveness of such incentives.
The future of Miles & More could be in addressing other cultures, e.g. Asia, where status is more important than in Europe. This potential could be limited however. Since customers book in their local markets most frequently, they usually benefit most of those FFP their local airlines offer. Miles & More reaches the German market and German travelers mainly.

Examination of Assumptions
Triangulating the review results, market research and interview results, the assumptions derived from the review are re-examined.
According to T1, FFP impact customer satisfaction, booking behavior, loyalty and recommendation behavior. The interviews mainly confirm these assumptions, but interviewees are more critical on the development of FFP than academic literature. Customers are about to change their booking and loyalty behavior, due to growing budget carrier competition but equally due to changes in the Miles & More reward system. Due to diminishing revenues by miles redemption barriers to bonus mils and discounts have been increased, which reduces the attractiveness of financial rewards to the majority of passengers. FFP members focus their engagement on discounts on consumer products and accordingly divert their interest from airlines to other members of the FFP system. The branding and attitudinal impact of Miles & more is shrinking in result. Service & status awards remain another principal aspiration of Miles & More customers. The system however is not transparend concerning redemption options and places the mileage level to advance to VIP status increasingly high. This strategy puts the attraction of status & service rewards at risk for the majority of customers, who will never acquire the required mileage limit per year. As soon as this strategy is noticed by a majority of customers, dissatisfaction with the system could undermine loyalty and recommendation behavior. The current development of the Miles & More system accordingly questions the sustainability of the desirable customer impacts of FFP.
T2 postulates that beyond monetary, service and status rewards as well as further moderating and controlling factors interact to bring forth the observed customer impact of FFP. The interviews clearly confirm this proposition: the participants mention a range of customer, travel and airline-related moderating and controlling aspects: Customer culture and individual attitude determine openness to status and service awards. Particular customer groups, specifically frequently flying employees of larger corporations have got a positive incentive to utilize VIP programs, even if their companies incur extra costs for the required loyalty bookings. Miles & More increasingly focusses its award system on very frequent and loyal flyers, while the majority of FFP members is gradually pushed out of the reward concept by obscure changes of the redemption system. FFP are found a complimentary concept strengthening airline attractiveness, while fundamental quality and security criteria are more important than bonus miles to the majority of passengers. Relying on FFP alone accordingly is no warranty for sustainable airline profitability.

Strategy Plan for Miles & More Development and Adjustment
These results question the sustainability of the Miles & More loyalty program in future. If the current development of stepping up barriers for mileage redemption with the airlines and the attainment of status awards is continued, the customer base of the Miles & More system will dwindle, since the majority of passengers is excluded from drawing benefits of the system. Temporarily this is effect is not obvious, since Miles & More membership is free from cost, and accordingly members have no incentive to phase out of the concept due to its unexpectedly low performance. In the long run, however, Miles & More members will be disillusioned, if they recognize that their personal loyalty investment is not reimbursed as expected, but conditions are clandestinely changed to their disadvantage. Image losses and negative word of mouth will result, which could damage the reputation of airlines and Miles & More partner companies. Changes to the current development of the Miles & More system are necessary, accordingly, to ensure its future effectiveness.
The following strategic changes are suggested drawing on the results of interviews and market-research.
1. The attainability and continuity of monetary premia should be restored and reliably maintained, to reassure customers that their loyalty investment is not in vain but will truly be rewarded in future.

Study Generalizability and Relevance
The empirical section of this study has been realized as a case study for the major European and the only German FFP, Miles & More. The market research has assessed Miles & More characteristics as compared to 20 further major FFP. All five interviewees are involved with Miles & More mainly. Still, the results basically trasferable to other FFP in Europe and internationally: The market research has shown that the majority of FFP are complex and frequently obscure concerning mileage redemption and status & service award availability. FFP could generally benefit of increasing the transparency of the system: Passenger trust in the concept would improve, which would attract members to a larger extent and equally heighten the image of the programs and member airlines.
Airlines world-wide face the competitive challenge by budget carriers and have to consider a change in the customer base of FFP. While previously holiday travelers benefitted of the concept, these increasingly enjoy more attractive conditions at budget carriers. Established airlines cannot compete on their prices due to higher service and administration costs. FFP cannot change this problem, but can increase the attractiveness of brand airline through the quality channel. They should explicitly be designed as superior quality concepts, which generally offer their members higher service levels and superior treatment against a price premium. In the opinion of the author the obscure strategy of redemption and status levels should be discarded, while FFP should explicitly be designed as payable service offers open to all passengers ready to pay for it. This quality distinction in an international member networks would improve established airlines reputation and competitiveness. In the situation of the Corona crisis this strategy is more topical than ever before, since passengers seek distance and security even for the sake of higher travel expenses.

Limitations and Outlook
Although the practice insights of this study are plausible and rooted in a profound multimethod analytical framework, some limitations and potential biases have to be considered: The range of literature in FFP and thus the category system of this study, which builds on a review of earlier research are limited. Further empirical research in FFP is necessary to develop a more stable theoretical basis for empirical analyses.
The market research presented here focusses on few aspects and due to limited transparency of FFP conditions, at least for non-members is not comprehensive. The classification of the Miles & More system could thus be biased. Airlines are required to disclose more details in public to allow more profound research and provide consumers reliable orientation, when deciding for FFP membership.
Only five interviews with Miles & More insiders have been conducted. This number is not statistically representative and the insights accordingly could be biased. A broader and quantitative data base is necessary to gain reliable insights. The main thesis, these results are extracted from, comprises a quantitative study, which fulfills these requirements. B: Von welchen weiteren/ Also pff/ Also das müssen Sie natürlich immer optimieren. Also es geht jetzt um strategische oder operative Optimierung, also operative Optimierung wäre solche Fragen: Wie verfallen die Meilen und also etwas da/ Das kann ich jetzt eh nicht beurteilen. Ich glaube, für das oberste Segment dürfen sie nicht verfallen. Beispielsweise da gibt es ja nur Diskussionen und solche Diskussionen will man ja überhaupt nicht haben mit dieser Zielgruppe, ob da jetzt Meilen verfallen. Das sind eher andere Effekte. Es gibt natürlich schon/ Also WICHTIG ist natürlich schon das Thema Kooperation. Das heißt, die Star Alliance ist nun mal der größte Player und die ganze Alliance One World oder so, dann/ Das sind natürlich wichtige Allianzen. Aber das spielt natürlich schon eine Rolle für das Programm. Aber was uns/ Natürlich ist es schön, wenn man das erweitern kann, diesen Service, beispielsweise auf alles, was reisenah ist. Also wenn man tatsächlich so ein (seemless?) Customer Journey machen könnte, die auch das ganze Thema Hotels und Mietwagen und so etwas mit abdecken würden. Andererseits bin ich der Meinung, dass das so gerade im B2B-Geschäft so schwierig ist, weil die meisten Unternehmen da natürlich ihre eigenen Regularien haben, genau festgelegt, in welchen Hotels die absteigen dürfen, welche Mietwagen die nehmen und die haben da schon allgemeine Rahmenverträge. Da wird die Komplexität einfach extrem hoch und ich weiß nicht, ob dann der Nutzen tatsächlich die Kosten übersteigt. Also da kann ich jetzt wenig sagen, also da weiß ich jetzt nicht, was da noch an Parametern kommt.