No, that is not what I wrote. I gave an illustrative example to make the following point.

There are highly profitable customers that are easy to retain. Among them are business executives, entrepreneurs, and high net worth individuals who are located in a major M&M hub and who simply cannot be bothered to use alternatives to LH group for most of their flying.

Then there are flyers which are still profitable, but less so than the guys in the previous group, that are harder to retain. The reason they are harder to retain because they have less spending power and their time is less valuable (which implies that for them substitute goods are more readily available).

In a world with such two groups (or, more generally, a world with customers on a continuum between those two polar cases), you wouldn't treat every customer proportionally to the profits she generates. Instead, you would target customers in the first group disproportionally small and customers in the second group disproportionally large. The guy who flys LH no matter needs not to be given a potato salad, the guy who flys only if he gets the potato salad should be given it.

I believe this is a pretty fundamental idea to understand if one wants to make sense of loyalty programs.

Obviously, the issue for the program is that it doesn't know how attached a customer is to the product. So it must set up some simple rules which work as intended in most cases but not all.

The fact that program rules aren't individualized to a high degree is something we as flyers can exploit. But again, if we don't understand concepts such as the one above, we cannot make sense of loyalty programs. And in that, one can bring the program one's most attached to emotionally. It wouldn't leave much room for an intelligent discussion on FT, though.

tl;dr You, thbe, suggested in a previous post that loyalty should reward based on the profitability of a customer. That is wrong. You don't want to reward customers for being profitable per se. Instead, you want to reward customers if the reward/loyalty you provide them with generates additional profitable business. (Obviously, under the constraint that setting the incentive costs less than the additional business it brings in.)