<p><strong>Purpose:</strong> The study aims to, from a companys point of view, describe how strategic work with customer loyalty is done.</p><p><strong>Conclusion:</strong> Another possible way to try to create loyalty is to exceed the expectations whether the customer is a member of the loyalty program or not. A strong brand with a good reputation can also contribute to a stronger loyalty. Reward systems gradually reward the customers since they first need to collect points, or in this case miles, to be able to use them later on. The staff is often educated in service to be able to interact with the customer in a professional manner. One way to interact with the members of the loyalty program is through profiles on the internet. To work with loyalty programs is a way for companies to get loyal customers.</p>

Purpose: The study aims to, from a companys point of view, describe how strategic work with customer loyalty is done. Conclusion: Another possible way to try to create loyalty is to exceed the expectations whether the customer is a member of the loyalty program or not. A strong brand with a good reputation can also contribute to a stronger loyalty. Reward systems gradually reward the customers since they first need to collect points, or in this case miles, to be able to use them later on. The staff is often educated in service to be able to interact with the customer in a professional manner. One way to interact with the members of the loyalty program is through profiles on the internet. To work with loyalty programs is a way for companies to get loyal customers.

Suivant la libéralisation du marché aérien européen, les transporteurs aériens se sont déployésdans un environnement concurrentiel nouveau. Face à l’émergence des compagnies low cost,les compagnies traditionnelles ont renforcé leurs stratégies de consolidation (alliances etfusions) autour de leur hubs afin de connecter leurs réseaux et de générer des économiesd’échelle et de densité. Ces regroupements peuvent créer et renforcer les barrières à l’entréesur certains marchés et sur les principaux aéroports saturés. De plus, certaines pratiques ontcherché à empêcher l’arrivée de ces nouveaux entrants par des comportements restreignant laconcurrence (cartels, prédation, programmes de fidélisation discriminatoires, restrictionsverticales).Depuis 2004, la régulation du transport aérien s’est renforcée notamment à travers l’adoptiondes procédures antitrust communes et l’extension du contrôle aux alliances extraeuropéennes.La Commission a développé une approche globale au regard de la définition desmarchés, de l’évaluation des effets concurrentiels et a cherché à renforcer l’efficacité desmesures correctives en imposant la libération des créneaux horaires au profit des concurrents.Pour autant, entre la nécessité de promouvoir l’apparition de nouveaux entrants, la sauvegardedes intérêts du consommateur et la création nécessaire de « champions européens », lapolitique de régulation européenne est source de complexité et d’insécurité juridique pour laplupart des compagnies aériennes. / Following the liberalisation of the EU aviation market, airlines have competed in achallenging environment. Facing the emergence of low cost carriers, traditional carriersstrengthened their consolidation strategies (mergers and alliances), connecting hubs andnetworks in order to generate economies of scale and density. This consolidation can createand reinforce barriers to entry in certain routes and in major congested airports. In addition,some practices have sought to prevent the arrival of these new entrants by adoptinganticompetitive practices (cartels, predation, discriminatory loyalty programs and verticalrestraints).Since the adoption of new antitrust procedures (2004), the European Commission extendedits control of extra-European alliances and sought to implement a more efficient policy. TheCommission’s general approach is to identify the relevant markets, to assess the likely effectson competition and to propose remedies such as the release of slots. However, between theneed to promote the emergence of new entrants, the willingness to safeguard consumerinterests and the necessity to create real "european champions", the Commission’s policyremains an increasing source of complexity and legal uncertainty for most airlines.