British Airways' cost cutting really does take the biscuit
The Great British Brunch—that’s the latest cost-cutting manoeuvre by British Airways, replacing lunch service on some long-haul flights with brunch for business and first-class passengers. The change, affecting flights departing between 8:30 a.m. and 11:29 a.m., has been described by some as a modest tweak, but it’s proving a contentious one. While the airline seeks operational savings, critics argue that this move risks undercutting BA’s reputation among its most valuable customers: premium travellers who expect top-notch service.
Monique Mardinian, CEO of Encore Travel, captured the reaction in a recent LinkedIn post, calling it a tone-deaf response that “puts passengers last.” Her sentiment is shared by many industry experts who feel that this decision symbolizes an uncomfortable shift in priorities—from focusing on customer experience to favouring the bottom line.
For an airline long associated with British charm and service quality, this “brunch policy” represents more than just a menu change; it could mark the erosion of BA’s relationship with its high-paying passengers.
Cost-Cutting Measures in Premium Travel
For most business and first-class passengers, the experience encompasses far more than just reaching their destination; they’re paying a premium for comfort, convenience, and a touch of luxury. Mardinian and others argue that the new meal service undercuts these values. At a time when competitors like Emirates and Singapore Airlines are enhancing high-touch services to retain customer loyalty, BA’s pivot to brunch and light supper options could leave customers wondering if the airline understands their expectations.
This policy change reflects a broader industry trend—an ongoing tension between cost efficiency and the promise of a superior customer experience. By reducing meal quality and variety in premium cabins, BA risks diminishing the sense of value and exclusivity that frequent flyers expect, especially when they have other options in the market.
If BA continues to prioritise cost savings over service enhancement, it risks losing high-value customers who are increasingly choosing airlines that put customer experience at the forefront.
Missed Opportunities for Customer Experience
Critics of the “Great British Brunch” have been quick to highlight the logistical issues with serving brunch mid-flight, particularly when delays are so common. A flight scheduled to depart at 11:25 a.m. could easily serve “brunch” at 1 p.m.—hardly ideal timing for passengers expecting lunch. This awkward scheduling, combined with items like frittatas and eggs that typically suffer under airline catering conditions, can make for a less-than-appealing meal experience.
Such comments resonate because they capture a sentiment familiar to many premium travellers: a feeling that BA is out of touch with their needs. When meal times and options seem driven more by cost-cutting algorithms than by passenger convenience, travelers may wonder if the airline understands the high bar set by its competitors.
When Algorithms Replace Empathy
This decision also raises important questions about British Airways’ future in implementing “offer-order” technology, an industry-wide shift toward real-time customization. Airline economist Oliver Ranson warns that while the technical infrastructure might be cutting-edge, the policy shows a potential gap in BA’s understanding of customer preferences.
Technology, after all, can only go so far—without empathy and insight into passenger behaviour, algorithms alone may not deliver the desired outcomes.
“British Airways is on course to fail to deliver offer-order and that is bad news for the whole industry. The reason is simple. Their technology will be excellent, second to none. But in the end the algorithms simply will not work because the airline does not understand it’s passengers, or even it’s own network-loyalty-product,” says Oliver Ranson.
BA’s reliance on offer-order technology, which personalizes service packages based on data, could falter if customer priorities are misinterpreted. If other airlines follow BA’s lead, it could signal an unfortunate trend: prioritising operational metrics over the nuanced needs of travellers. In a world where customer loyalty is won through personalized care, BA’s decision might serve as a cautionary tale for competitors.
What Airlines Stand to Lose
While cost savings may look attractive in the short term, the long-term consequences for brand loyalty could be steep. Premium travellers often have numerous options, and when service levels slip, it doesn’t go unnoticed. The British Airways brand, long seen as a trusted emblem of British excellence, could suffer from a perceived lack of commitment to its premium customers’ expectations. Once loyalty fades, it’s challenging to win back, particularly when competitors are investing in exactly the services that BA seems to be paring back.
This approach offers lessons that extend beyond British Airways. In industries where service is a key differentiator, prioritizing short-term gains over long-term brand value can undermine customer relationships. Airlines that listen to and anticipate customer needs have historically built stronger loyalty and enhanced their brand reputation, a strategy that pays off significantly over time.
By contrast, BA’s decision to “take the biscuit” on customer service might leave it with fewer biscuits to offer in the long run.
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