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Frequent Flyer Accounting Essay

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Introduction

Frequent flyer loyalty programs are a valuable marketing tool for airlines, however accounting for frequent flyer points (FFPs) is not a straight forward process (Bowman 1995). The aim of this assignment is to examine the concept of how FFPs should be accounted for according to the Framework, compare how Qantas Airways Limited (Qantas) and Virgin Blue Holdings Limited (Virgin) account for FFP's, and determine the potential consequences of different accounting treatments.

Accounting procedure for frequent flyer points according to the principles of the Framework

The major accounting issue with FFPs is how an airline accounts for their economic value (Bowman 1995). Although FFPs have a relatively low estimated value …show more content…

Virgin, unlike Qantas, uses the deferred revenue approach to account for FFPs sold to third parties as well as for accounting for the direct accumulation of reward points by frequent flyer members (Virgin 2006). The amount that is deferred is calculated based on assumptions as mentioned previously and includes an amount to cover expected costs as well as an adequate amount of profit (Virgin 2006). Virgin records theses provisions under current and non current liabilities as unearned revenue until the points are redeemed where it becomes revenue and recognised in the Income Statement (Virgin 2006).

Analysis of the two approaches

The approaches used by Qantas and Virgin to account for FFPs differ considerably but are both justifiable. Qantas' approach can be justified in that customers are redeeming their points for excess capacity on flights an activity that is incidental to the process of generating revenue from passengers and hence the incremental cost accounting approach is appropriate (IATA & KPMG 2005, Qantas 2006). Virgin on the other hand allows frequent flyer passengers to use their points to access any seat at any time, which means the deferred revenue approach is appropriate (IATA & KPMG 2005, Virgin 2006).

The main issue associated with the deferred revenue approach is that it results in higher provisioning levels, as the full value of providing air travel to a customer has to be accounted

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