During the Spring Budget, the Chancellor announced a one-off tax hike on business class and other premium air fares in the UK. This breaks a prior commitment in which Rishi Sunak ruled out any new taxes on flying.

The industry needs to anticipate costs increasing further, and how they will navigate this. Re-imagining business class and other premium offerings is a great place to start.

Business class has become a common experience for frequent jetsetters; as have premium upgrades. But the idea of premium travel is more blurred than ever, and increasingly customers aren’t quite sure the price equates to the experience they are getting.

Rushing to cram bags into the dimension-specific luggage racks, fighting for space in the supposedly exclusive airport lounges, poor communication around delays, often it can feel difficult to see where the money is being spent.

So how can they change this?

Air travel should be seen as a premium experience

There are many ways to square this. Flights impact the environment; we can remotely communicate better than ever. Travelling for business should be considered a privilege and not a right. If it’s a privilege, bring back frills!

Whether through complimentary drinks, a home check-in service as with Emirates, free in-flight entertainment, or something else, the flight should be the highlight of the journey. Each airline can push its identity and USPs through them. In doing so, they can even justify delivering an experience at a higher cost, provided it’s worth it.

The other option, of course, would be to cut costs and experience even more to address the overheads – but whether you’re operating a low-cost carrier or a more premium brand, prices should reflect the privilege of travel.

Refine your offerings

The variety of tiers and upgrades cause more issue than good. Creating greater distinctions between classes of travel gives customers a clearer expectation and therefore appreciation of the experience they get.

Simplifying options is key. Within this, we can re-design how status and exclusivity are presented. What might the passenger have to signify their status as a platinum or gold member of British Airways, for instance? What might they be rewarded with that encourages loyalty?

Business-only flights

Creating business only flights which operate between key hubs might sound radical, but why not think big? These flights could allow the specific needs of businesspeople to be met and prioritised, offering a better service while reducing day-to-day operating costs – perhaps they could use smaller aircraft too.

This could even allow for networking opportunities mid-flight, community building! Member clubs are overflowing, but flights? There’s only a certain number of seats available. Soundproof areas for calls, no children allowed. Just imagine it.

Business class is where reputation is made

Deep thinking around what constitutes ‘business class’ and ensuring a great experience is also imperative as these are the customers who will spend the most money and who the government are most likely to target with future tax rises. This doesn’t mean people won’t spend money on good, premium product. They just need genuine reason to.

Just as we helped Heathrow to position itself as being ‘for the journey ahead” – a nod to their ambition to thrive post-pandemic, airlines can chart a bold course for the future.

By embracing innovation and injecting personality into their service, they can ensure that air travel remains a relevant, exciting and rewarding experience for years to come. And perhaps teams like mine will help map out their runway to success.

Cliff Ettridge is Director at brand consultancy The Team.