IHG Wants You to Open a Bank Account to Earn Points. Good Luck With That.
IHG's new UK debit card with Revolut requires customers to open an entirely new bank account just to earn hotel points. The loyalty play generated over a billion dollars last year, but the friction built into this product tells you everything about who this card is actually designed for.
I worked with a GM years ago who had a saying about loyalty programs: "The guest doesn't love your brand. The guest loves free nights. The day someone else offers a better path to a free night, your brand is a stranger." He wasn't cynical. He was accurate.
IHG just announced a co-branded debit card for the UK market, partnered with Revolut and running on Visa. On the surface, this looks like a smart play. Loyalty penetration hit 66% of all room nights in 2025, up over three points year-over-year. Loyalty members spend about 20% more than non-members and are roughly ten times more likely to book direct. The central fee business revenue tied to co-brand licensing and points consumption jumped $101 million last year... a 38.5% increase to $363 million. So yeah, IHG is printing money on the loyalty side and they want more of it. I get it.
But here's where my BS filter kicks in. This card requires the customer to open a Revolut bank account. Not link their existing account. Open a new one. With a fintech company. And keep it funded. In a market where Hilton and Marriott already have UK debit cards through Currensea that work with your existing bank account... no new account needed. So IHG's product asks for MORE friction than its competitors in exchange for what, exactly? The press release doesn't say. Because this card wasn't designed for the guest. It was designed for IHG's fee line. Every swipe generates interchange and data. Every new Revolut account is a distribution channel IHG didn't have before. The loyalty member is the product, not the customer.
Look... I'm not against brands monetizing loyalty. That ship sailed a decade ago and the economics are undeniable. But there's a difference between building a loyalty ecosystem that genuinely benefits the guest AND the brand, and building one that extracts maximum value from the guest while adding complexity nobody asked for. Debit cards in the UK are already a tough sell (credit card culture is different there, but "open an entirely new bank account" is a whole other level of ask). The younger demographic they're targeting... millennials who are credit-averse... are also the demographic least likely to jump through hoops for a hotel brand they might use three times a year.
The number that should concern operators: IHG's loyalty program fees keep climbing. That $363 million in central fee revenue came from somewhere, and if you're running an IHG-flagged property, some of it came from you. Loyalty assessments across the industry grew 4.4% in 2024, outpacing revenue growth. Every new card, every new partnership, every new "innovation" in the loyalty stack adds another basis point to the cost of being flagged. And the property-level benefit? Loyalty members book more direct, sure. But direct doesn't mean free. The cost-to-acquire that loyalty member... through points, through card partnerships, through the marketing fund you're contributing to... keeps going up. At some point the math on "loyalty premium" starts looking a lot less premium when you net out what you're paying into the machine that generates it.
If you're running an IHG property in the UK or serving a meaningful UK-origin guest base, don't expect this card to move your needle anytime soon. The Revolut account requirement is a conversion killer for casual travelers. What you SHOULD do is pull your loyalty assessment costs for the last three years and chart them against your actual loyalty-driven revenue. Not the brand's number... YOUR number. What percentage of your revenue comes from One Rewards members, and what are you paying in total loyalty-related fees as a percentage of that revenue? If the gap is narrowing (and at a lot of properties I've talked to, it is), that's a conversation to have with your ownership group before the next franchise review. This is what I call the Brand Reality Gap... IHG is selling a billion-dollar loyalty story at the corporate level. The question is whether that story translates to incremental profit at YOUR property, on YOUR P&L, after all the fees are netted out. Run the numbers. They'll tell you something the press release won't.