Agreed. I maintain an Excel spreadsheet of every flight taken by myself, my family and my employees, on which I track not only completely missing flights but also claims for ADCB vouchers and the invariable upgrades that credit as I class (0 miles) which need to be retro-claimed to the original booking class.

I've currently got 6 pending requests. I keep track of the INTR number of each - infuriatingly Guest are now replying to the wrong issue in the wrong ticket, which makes it doubly hard to track everything. The system upgrade they went through recently has only made issues worse, with basic retro credits for completely missing flights now pending for more than a month.

I've been top tier with EY for almost ten years; Gold in April 2008 and Gold Elite / Platinum right after they launched that. All-in-all we bought twenty (20) EY round trips between Europe & Australia in 2017, which was topped up by trips to other EY destinations across Asia. EVERY trip had retro-credit problems, which added up to an undue amount of time needed to manage the account.

After 10 years of this, I've finally given up. I've bought my next trip to Australia in J with QR; I'm hoping to hit OW Platinum within the first few months of the year. Other December trips have been to the US on AA/BA and to SIN on SQ.

All in all, I'd say EY has lost at least 70% of our business, potentially more. We will probably maintain one of our Platinum memberships, but the days of 100% brand loyalty to EY on our Europe to Australia/Asia traffic are over.

And actually, after making the jump, it's a whole new world. Suddenly we can stop in SIN instead of AUH or book the direct PER-LHR; we can fly via HKG or even LHR-CMB-MEL if we want. Service experience has been pretty good across the competition, so am actually glad to be free of the EY 'commitment' we had been bound to.

Classic case study of brand loyalty gone wrong - if your customer starts shopping around they might actually prefer what they find out there.