Re-imagining Star Alliance’s value proposition for long-term impact

Following internal restructuring and industry-wide turbulence, Star Alliance required a value proposition that would resonate across four key audiences: airlines, passengers, employees, and airports. The challenge was to craft a unifying purpose that not only reflected the alliance’s strengths, but would also foster engagement and enthusiasm for the Star Alliance brand.

We combined deep research among passengers, airline executives, and employees with strategic design, conducting interviews and workshops to shape a compelling value proposition. A clear framework–including mission, vision, values, and a compelling manifesto–was created. To foster adoption, the value proposition was introduced to all employees at an offsite, creating a sense of inclusion and alignment between organizational goals and individual purpose.

The new value proposition solidifies Star Alliance’s industry leadership, driving brand coherence and stakeholder engagement. Member airlines gain a stronger market position, passengers benefit from a more compelling offer, and employees feel a renewed sense of belonging. The strategy transforms Star Alliance’s future-ready vision into an asset that strengthens its global network.