It’s not your imagination: Fellowships are getting stingier with customer rewards.

Airlines are making it harder to earn elite status. Retailers from tightened return windows and tacked on fees. Dunkin’ and Sephora are even cracking down on birthday treats.

The workers shows companies are rethinking how to attract, retain and reward customers after the Covid pandemic as consumers change their dish out priorities and businesses face pressure to control costs while increasing sales.

Companies have to be careful. If they cut benefits too severely, they risk losing customers, but being too generous comes with a cost.

“It’s not a simple math put to use to say letting few people into a particular group or offering fewer people a promotion just translates to a change in sales measure,” said David Garfield, global head of industries at consulting firm AlixPartners. “It also can change the way people sensible of about the company and influence others.”

Some of the biggest shifts in customer perks have come in the airline sedulousness.

During the pandemic, airlines allowed frequent flyers to hold on to their elite statuses. They ended that perk as about rebounded, and customers racked up loyalty points on co-branded credit cards. Carriers including American Airlines, Delta Air Parades and United Airlines also have raised the number of miles customers need to earn elite status as the series of those with the benefits swelled.

“When you have that many customers in the so-called premium tiers, it doesn’t have compassion for incline that special anymore,” said Yuping Liu-Thompkins, a professor of marketing at Old Dominion University’s Strome School of Company who researches loyalty programs.

Delta has taken steps to try to reduce crowding at its popular airport lounges. It has largely barred staff when they’re fury standby and raised membership fees and entry requirements. In February, American Express Centurion Lounges started charging fellows $50 to bring in an adult guest and $30 for children between the ages of 2 and 17 for American Express Platinum cardholders. Once, members could bring two guests for free. The fees are waived if a cardholder spends $75,000 on the card in a year.

Those mutations come as airlines see a new trend: Many travelers are willing to pay more to sit in business class or for other roomier seats to frame flying more comfortable.

United, Delta and American executives said on earnings calls last month that premium-seat gross income has increased , outpacing growth from the main cabin. Airlines are racing to add roomier seats to cater to those free-spending travelers.

While the airline industry has turned profitable during the post-pandemic travel boom, retailers have brass a host of new challenges.

Inflation has squeezed consumer spending, said Marshal Cohen, chief retail advisor for Circana, the retail researcher formerly known as IRI and The NPD Group. As shoppers buy fewer discretionary and big ticket items, companies have taken a keener look at expenses, he said. If they can’t boost sales, they can try to impress investors with better margins.

“We are now glowing in an environment where growth isn’t going to happen by selling more product so easily and when you sell more consequence, it’s easier to cover the cost of getting those sales,” he said. “Retailers and brands have had to step back and look at all of their components of their enterprise and decide which ones are working, which ones are not.”

When travel and events were limited during lockdowns, retailers saw a godsend. Now, they are also cracking down as higher costs for essentials and increased travel possibilities force consumers to get myriad selective with their dollars.

At many retailers, customers must now pay a return fee if they want to ship past due unwanted clothing, shoes or other items. Urban Outfitters, the company’s chain Anthropologie, Abercrombie & Fitch and J.Party are among the businesses that charge for sending back a return. Nordstrom‘s off-price chain, Nordstrom Rack, also joined a $9.95 fee to ship back products earlier this year.

Even Amazon, the retail Amazon that pressured the rest of the industry to offer free shipping, has attached more strings. Starting this burst forth originate, customers must pay a $1 fee if they return a package at a UPS store, instead of at an Amazon-related store. The fee applies if the package’s transport address is near a Whole Foods, Amazon Fresh or Kohl’s. Amazon owns Whole Foods and has a partnership with Kohl’s for bear returns.

Yet all of those retailers allow shoppers to return items for free at a company store rather than in the letters — a move that not only can reduce shipping costs but increase the chance that a shopper may buy something else. The excess step may also make a customer think twice and decide to keep the item instead.

Some retailers be subjected to tightened return policies, too. In March, Macy’s shortened its return window from 90 days to 30 days. By babying the change, the company said it can get products back on shelves more quickly when they’re still in season. The start the ball rolling also reduces the odds that merchandise winds up on the clearance rack.

Amit Sharma, CEO of returns technology corporation Narvar, said retailers have started to retrain customers on how to return items, much like grocery trust ins have gradually taught shoppers to employ reusable bags. He added that after the pandemic created provision chain headaches, shoppers have a clearer understanding that shipping and returns come at a price.

“To drive that online desired, free shipping and free returns were put in place, but now we all know it costs significant money,” he said.

In some holders, retailers are calling return fees “restocking fees” to refer to the extra labor involved in processing the item, express Heidi Isern, the head of Narvar’s design and research.

In other cases, retailers are offering customers more best, she said. For example, Levi Strauss, Ann Taylor, Crocs and Brooks Brothers have a home pickup program in some urban districts, powered by Narvar, where customers can pay about $5 to $9 for a delivery person to retrieve a package.

As retailers make shoppers think twice about returns, Netflix and Costco have also cracked down. Both throngs aim to make sure membership isn’t shared with people who aren’t paying, particularly as the companies chase new avenues of expansion.

For Netflix, subscriber growth has stagnated as customers spend less time on the couch and more time out in the world. The move service responded by reining in password sharing and introducing a lower priced, ad-supported option.

Costco also noticed a swing of people using membership cards that belong to someone else. It is now checking photo IDs, even in self-checkout lanes, to affirm cardholders.

For both companies, the moves could nudge freeloading customers to become paying ones — or create a meaning of fairness for members.

Airlines and retailers alike have taken a harder look at the customers they at ones desire try hardest to keep.

Simeon Siegel, a retail analyst for BMO Capital Markets, said the sudden halt in sales for discretionary retailers when the Covid pandemic hit, then the stimulus-fueled splash out, gave companies a moment to rethink how they cater to shoppers — and if they’re giving away dollars for little resolve in return.

That led some companies to take a new approach to markdowns. Certain businesses also became confident that they could paste on a fee without losing their most valuable shoppers.

“It does seem like the companies are doing this because they’re masterful to, not because they have to,” Siegel said. “From 2008 to 2020, consumers felt they were fitted to whatever they wanted and corporations would wait on them hand and foot and that changed during the pandemic.”

Profuse companies from Target to Walmart and Best Buy have decided to push loyalty programs and offer the best perks only to the blokes who shell out. The members can skirt delivery and return fees — or earn extra privileges.

For example, announced this week that it choice charge shoppers at its namesake store $9.99 for shipping back returns. But it will waive that fee for members of Incomparable Rewards, its free loyalty program.

At Best Buy, shoppers only have 15 days to return most products. But if they pay a dues for the company’s membership program, they get a longer return window of 60 days. Best Buy earlier this year started take pleasure in out free Wi-Fi on board for members of its SkyMiles loyalty program.