Overview Content Manual 2009-2010
THE WAY THE EARTH CONNECTS Credits Responsible Christine Swanstrom, Head of Training, Star Alliance
Editorial concept and services Dr. Thomas Quinn, Frankfurt
Art direction and layout Rolf Kuhl, marketingtools, Cologne
Photographs All photographs Star Alliance STAR ALLIANCE
Welcome to the Star Alliance Team,
Star Alliance was founded in 1997. It began with five of the world’s leading airlines, joined by a common idea – to be the leading global airline alliance for the high-value international traveller. The mission was clear – to achieve together what would be impossible alone. That mission has been accomplished again and again for over a decade.
Today, Star Alliance continues to be the world’s leading airline alliance. It has met challenges by changing. Star Alliance has now grown to over 20 airlines. As markets develop in new areas of the world, Star Alliance will continue to look for partners that can help the Alliance further develop its network.
Star Alliance has changed not simply by adding new members, but more importantly by developing new products and services that you help to deliver. The Overview Content Manual is a resource designed to introduce you to the key aspects of Star Alliance and what role we each play in our success.
The Overview Content Manual is complemented by innovative and easy-to-use e-Learning modules. The e-Learning modules cover all aspects of the Alliance and are designed for any employee who – old or new, management, sales or frontline – has contact with the Star Alliance customer, products and/or services. The modules provide a visual interactive experience that allows you to focus on any topic you want whenever you want. You can access the e-Learning module via the web and/or your member carrier’s intranet or learning system.
With a worldwide network of more than 400,000 employees working in the Star Alliance network, you make the Star Alliance idea a daily reality.
Star Alliance and the member carriers feel that by educating you, we can create an important competitive advantage for all. We hope that this manual can help you better understand how Star Alliance can benefit you and the customers we share.
Sincerely,
Star Alliance and the member carriers Training Advisory Group CONTENTS
PURPOSE OF THE OVERVIEW MANUAL 4
Introduction to the Star Alliance Network 4 What is an alliance? 5
Star Alliance 6 The Star Alliance Brand 6 Star Alliance History 7 Star Alliance Member Carriers – Facts and Figures 8 Network Coverage and Expansion 10 New and Future Members 11
Star Alliance 13 Customer Expectations 13 Star Alliance Vision and Mission 13 Brand Value Proposition (BVP) 14 Star Alliance Strategy 14 Focus for Star Alliance 15
Star Alliance Organisation 16 Star Alliance Governance and Structure 16 Star Alliance Product Delivery Process (PDP) 17
The Star Alliance Customer 18 Premium Customers 18 Traveller Benefits 18 Frequent Flyer Programme Benefits 19 Mileage Accrual 19 Star Alliance Awards 19 Premium Status Recognition 19 Star Alliance Gold and Silver Benefits 19
Products and Services 20 Shared Ownership Concept 20 Standard Services 21 Harmonised ticketing policies 21 Special Service Request 21 Through Check-in 21 Flight Information 21 Availability Display 21 Harmonised Baggage Policies and Procedures 21 Irregular Operations Handling 22 Communication Expectations 22 Rebooking Expectations 22 Harmonised Amenity Offerings 22 Lounge Access 22 First and Business Class International Lounges 22 Fare Products 23 Round the World Fare 23 Circle Fares and Airpasses 23 Connection Services and Projects 24 Star Alliance Connection Project 24 Move under one Roof (MuoR) 24 Business Solutions 25 Corporate Plus 25 Conventions Plus 25 Meetings Plus 25 Company Plus 25
Innovation and Technology 26 Star Alliance Website 26 Star Alliance IT Supported Applications 27 Automated Document Check 27 StarNet/FLIFO 27 Redemption Availability System/RAS 27 Common IT Platform (CITP) 27
The Star Alliance Team 28 Employee Contributions to our Shared Success 28 High Quality Service 28 Cultural Awareness 29 Shared-Ownership 29 Employee Benefits and Resources 30 Communicate and Keep Informed 30 Star Alliance’s Employee Website 30 Webwork – Star Alliance Intranet 30 Marketplace 30 Star Days 30
Resources 31 Star Alliance Overview Content Manual: 31 Star Alliance Reference Guide 31 Network 31 Products and Services Guide 32 Brand Book 32 Quality Assurance tools 32 Benefits of Membership 32 Codeshare Flights 32 Optimised Schedules (Frequencies) and Network (Destinations) 33 Improved Customer Loyalty – International Exposure 34 Reduced Operating Costs 34
Star Alliance Employee Benefits 35 Broader vision beyond your airline 35 Travel benefits 35 Professional Development 35 The Star Alliance Learning Network 36 Star Alliance e-Learning Modules 36 Star Alliance Sponsored Workshops and Train the Trainer Sessions 36
Awards and contributions 37 STAR ALLIANCE
Purpose of the Overview Manual
Welcome to Star Alliance. This manual is intended to provide a general overview of Star Alliance. It will help you understand what Star Alliance is, the expectations that our shared customers have, and the products, services and programmes we offer across the network.
Being part of Star Alliance means that you are part of a bigger family – a global alliance. In this overview, you will learn valuable information that will assist you in dealing with our customers and answering questions about Star Alliance.
For further supporting information, please refer to the current Star Alliance Reference Guide. The Reference Guide and additional communication materials are available to further support your ongoing learning about Star Alliance via our Star Alliance Employee Website: http://www.starallianceemployees.com.
Star Alliance Topics The following topics are covered in this manual:
1. Introduction 2. Travel Industry and Alliance History 3. Star Alliance 4. The Star Alliance Customer 5. Star Alliance Products and Services 6. The Star Alliance Team 7. Employee Benefits and Resources
Introduction to the Star Alliance Network
In recent years, a term has become a part of our vocabulary – globalisation. Globalisation is used to describe the expansion of business endeavours worldwide. Today, globalisation is commonplace a nd has changed the way industries do business. Banks have merged, telecommunication companies have established joint businesses with electronic manufacturers around the world, and new business ventures have emerged. In the airline industry, airlines have formed alliances to expand their business globally for their customers. The global economic changes have greatly impacted the airline industry. Competing to stay ahead meant developing new products for new markets, and driving growth while cutting costs. Now, in the difficult context of today’s global economy the challenge to expand and meet the needs of our cus tomers is greater than ever.
The travel industry is constantly changing. That means we are not the same as we were a year ago, a month ago, or even yesterday. Let us look at the history of our industry and the leadership role that Star Alliance has taken to help us all adapt to the changes.
4 Overview Content Manual 2009-2010 What is an alliance?
Airline alliances help address the constantly changing realities of global travel. They focus on the airlines’ common interests to enhance air travel benefits and experiences for their targeted customer. The goal is to create a competitive business advantage for the member carriers. To be successful, it is not enough to be driven by change. It is essential to drive change. A suc cessful alliance must anticipate new customer needs and creatively turn them into competitive advantages by transforming them into concrete products and services – before the competition.
An airline alliance
• Is an association between two or more airlines to further the common interests of its members
• Offers harmonised services and products to member carriers’ frequent travellers
• Enhances air travel benefits and experiences for the premium customer
• Enables each member carrier to become a representative for the others across the network
• Provides more opportunities to generate revenue and operate in new markets where an airline did not have a significant presence
• Reduces costs through common development of new prodcuts, joint purchasing possiblities and shared facilities
Overview Content Manual 2009-2010 5 STAR ALLIANCE
Star Alliance
Star Alliance is a group made up of the top international airlines in the world. These airlines share a common commitment to provide the frequent air traveller with:
• Consistent worldwide recognition and status
• Convenient, safe, secure global access
• A hassle-free service experience
A large network of carriers means more choices for customers. Our Alliance members fly to more destinations than the competition. And that equates to easier travel and quicker connections. The main goal has always been to make the travel experience smoother for customers. That means doing things such as:
• Locating the member carriers closer together in airports
• Introducing new technologies
• Building common facilities at airports
• Coordinating schedules and installing connection teams for faster transfers of passengers and baggage
A multitude of other initiatives has been implemented and more are in the works.
The Star Alliance Brand
Star Alliance is the largest airline alliance, linking the network products and services of over 20 of the world’s leading airlines. The formation of Star Alliance represents the first truly global alliance among air carriers. For our customers, Star Alliance represents “the Way the Earth Connects” . It is a brand that travellers can look to and trust. With its familiar star-shaped logo, the brand represents the promise that we will strive to deliver consistent service. Customers know that wherever they are in the world, Star Alliance is there to provide a smoother travel experience.
Star Alliance has changed the face of the airline industry. It has become the model that other airline alliances have tried to copy. Because travel is more than just transportation, Star Alliance has continued to bring new products and services to the market. Our purpose is about connecting people and airlines around the world.
6 Overview Content Manual 2009-2010 Air Canada, Lufthansa, Thai Airways International, SAS and United Airways joined together to form Star Alliance on May 14, 1997.
Star Alliance History
Before Star Alliance, global travel was complex and inconvenient. Connections were uncoordinated, problematic and time consuming. Frequent flyer benefits, including lounge access, did not extend beyond individual airline offerings. On May 14, 1997, in Frankfurt, Germany, a group of five world-class airlines got together to create something never seen before – an alliance that brought together networks, check-in services, common ticketing and baggage facilities and dozens of other services to improve the travel experience for customers and efficiencies for the carriers. The five initial carriers were Air Canada, Lufthansa, SAS, Thai Airways International, and United Airlines. Together they launched the Star Alliance network.
The Star Alliance network has grown since its beginning. For information about the historical milestones, member carrier information and Star Alliance information, you can go to the Star Alliance website: www.staralliance.com There you can find the most up-to-date statistics related to the carriers’ history, marketing focus, and routes flown. You can also find current facts and figures about the member airlines.
Overview Content Manual 2009-2010 7 STAR ALLIANCE
Star Alliance Member Carriers Date of Fleet Number of Entry size employees
Adria Airways (JP) November 2004 13 710
AEGEAN (A3) planned to join 2010 31 2,300
Air Canada (AC) May 1997 335 27,619
Air China (CA) December 2007 220 19,972
Air India (AI) planned to join 2010 146 33,000
Air New Zealand (NZ) March 1999 99 11,083
ANA (NH) October 1998 216 22,170
Asiana Airlines (OZ) March 2003 69 8,391
Austrian (OS) March 2000 100 8,031
Blue1 (KF) November 2004 11 500
bmi (BD) July 2000 52 5,016
Brussels Airlines (SN) December 2009 51 2,994
Continental (CO) October 2009 354 42,940
Croatia Airlines (OU) November 2004 11 1,022
EGYPTAIR (MS) 2008 51 7,300
LOT Polish Airlines (LO) October 2003 54 3,500
Lufthansa (LH) May 1997 513 105,261
Scandinavian Airlines (SK) May 1997 198 7,598
Shanghai Airlines (FM) December 2007 59 5,460
Singapore Airlines (SQ) April 2000 92 10,453
South African Airways (SA) April 2006 53 8,305
Spanair (JK) May 2003 58 3,524
SWISS (LX) April 2006 77 7,277
TAM (JJ) planned to join 2010 116 22,900
TAP Portugal (TP) March 2005 69 6,300
Thai Airways Intl (TG) May 1997 88 26,897
Turkish Airlines (TK) 2008 130 11,520
United (UA) May 1997 433 52,000
US Airways (US) May 2004 356* 36,500
* Mainline
8 Overview Content Manual 2009-2010 Major hub airports
Ljubljana
Athens
Toronto, Montreal, Vancouver, Calgary
Mumbai, Delhi, Kolkata, Chennai
Auckland, Los Angeles
Tokyo, Osaka, Nagoya
Seoul Incheon
Vienna
Helsinki
London Heathrow, Manchester
Brussels
New York, Houston, Cleveland, Guam
Zagreb
Cairo Total revenue ($US) $158.4 billion*
Warsaw Revenue passenger km 1,149.3 billion Frankfurt, Munich Annual passengers 527.9 million Copenhagen, Oslo, Stockholm
Shanghai Daily departures 19,700
Singapore Changi Number of employees 442,343 Johannesburg Countries served 174 Madrid, Barcelona
Zurich, Geneva, Basel Airports served 1,001
Sao Paulo Fleet 3,762 Lisbon, Porto Lounges more than 800 Bangkok, Chiang Mai, Phuket, Hat Yai
Istanbul, Ankara
Chicago, Denver, San Francisco, Los Angeles, Washington, D.C.
Charlotte, Philadelphia, Washington D.C., * All figures as of September, 2009. Not including members joining in 2010. New York, Pittsburgh, Phoenix, Las Vegas
Overview Content Manual 2009-2010 9 STAR ALLIANCE
Network Coverage and Expansion
Initially, airlines transported customers from one destination to another destination. This is commonly known as point-to-point service. As air travel increased, the airlines developed the Hub and Spoke system to increase the number of places that a customer can fly to. Hubs and Spokes allow airlines to offer services between two points through a transfer hub. With the Star Alliance Hub System, each airline links with other members. That allows customers extended access to global destinations and makes it easier to reach more remote locations that are less common for a single airline to offer. It makes Star Alliance – THE WAY THE EARTH CONNECTS. Star Alliance member carriers fly to more than 900 destinations in 160 countries and have a combined employee count of more than 400,000 worldwide. A Star Alliance flight is arriving or taking off somewhere in the world every three seconds.
10 Overview Content Manual 2009-2010 New and Future Members
New members add further strength and quality travel options by increasing our global reach and thereby our value to the customer.
Star Alliance is looking forward to welcoming new airlines. It is an important part of our strategy to address areas of the globe not currently covered by the network. The Alliance is continuing to expand, with Continental Airlines and Brussels Airlines as the most recent additions to the Alliance family, joining in 2009. Looking ahead, Aegean Airlines, Air India and TAM are scheduled to join the Alliance in 2010. These carriers offer Star Alliance customers access to important and quickly growing regions of the world. These changes benefit our key Star Alliance customers.
Star Alliance will continue to expand to include areas of the globe that are underserved by current member carriers. As Star Alliance evolves, it continues to meet growing customer service expectations. In this competitive global market that has seen airlines and alliances disappear, there are many challenges yet to be faced.
Today, three alliances are competing with each other. More than two thirds of the international airline industry is organised into alliances. The industry has inherited the model and there is no sign on the horizon that the model is losing its strength.
Our competitors have also grown in size and scope, and they are copying our marketing campaigns, sales ideas, airport concepts, and so on. We have learned to live with this situation and in fact, “imitation is the sincerest form of flattery”.
Our challenge at Star Alliance is to continue to improve the services we offer customers that make them choose our member airlines over carriers in the competitive alliances.
Overview Content Manual 2009-2010 11 STAR ALLIANCE
SkyTeam oneworld
SkyTeam was founded in 1999 through an oneworld was established in Vancouver, agreement between Air France and Delta Canada, in May 2000. It is the third largest Airlines. Its member airlines are: alliance.
SkyTeam The member airlines of oneworld are: Aeroflot Aeromexico oneworld Air France - KLM American Airlines Alitalia British Airways China Eastern Cathay Pacific China Southern Airlines Finnair CSA Czech Airlines Iberia Delta Air Lines JAL Korean Air Lines LAN Malev Qantas Affiliate Members Royal Jordanian AirEuropa Kenya Airways oneworld facts and figures can be found on www.oneworld.com SkyTeam facts and figures can be found on www.skyteam.com
12 Overview Content Manual 2009-2010 Star Alliance
Business and leisure customers are flying more frequently to destinations around the world. The Star Alliance network focuses on making frequent international travellers’ flights (travel experiences) as smooth as possible. The Star Alliance’s Brand Value Proposition (BVP), Vision, Mission and Strategy raise the focus on providing the highest standards of air travel for valuable customers.
Customer Expectations
Global travel has dramatically increased. More travellers fly to more destinations more frequently. No single airline can provide its customers with a truly global travel solution on their own unless they establish a link with other carriers to expand their travel network. Star Alliance was formed to better meet the needs of international travellers. After extensive research about these valued customers, we learned what they want and expect from the Alliance:
• A consistent travel experience and service delivery
• Trusted performance with focus on safety and security
• Frequent Flyer privileges and status recognition across the globe
• Convenient and easier global travel
Customers want us to provide them with these specific, tangible benefits every time they travel with each of the Star Alliance network member carriers.
Star Alliance Vision and Mission
To meet the demands of changing market trends, it is even more important to align airline products and services to the demands of our international customers. The Star Alliance Vision and Mission provide direction for all member carriers in terms of the services, products, routes, schedules, safety and security. We look for ways to offer more benefits for the high-value international traveller and allow each of the member carriers to do what could not be done alone.
Star Alliance Vision: to be the leading global airline alliance for the high-value international traveller
Star Alliance Mission: to contribute to the long-term profitability of its members beyond their individual capabilities
Overview Content Manual 2009-2010 13 STAR ALLIANCE
Brand Value Proposition (BVP)
The airline industry has become increasingly challenging in recent years. The growth of low-cost carriers, the expanding global economy, governmental requirements, environmental concerns and significant technological advancements make the market more competitive. To be successful the Alliance must have a Brand Value Proposition (BVP) that appeals to target customer types and drives loyalty and profitability for member carriers.
The focus is on recognition and customised treatment of the most valued Star Alliance customers – the premium customer. By providing them with enhanced benefits throughout the journey and beyond.
Key offerings:
• Status recognition
• Easy travel experience
• Consistent quality
• Enhanced FFP benefits
• Global network
Star Alliance is continually making connections to more cities, linking more people and businesses around the world. Our focus is making these connections easier. The Star Alliance network is the way a carrier can link their customers to areas that go beyond what an individual carrier can provide.
Star Alliance Strategy
The primary strategy is focused on contributing to increased revenues and reducing costs to increase profitability for all Alliance members.
Important Star Alliance strategies are:
• Extending and sharing global route networks
• Identifying sharing opportunities
• Identifying joint procurement/purchasing opportunities
• Harmonising products and services
• Implementing common information data systems applications (such as: World Tracer, STARNET, Redemption, Availability, Sell (RAS), Common IT Platform (CITP)
• Developing joint communication and training opportunities
• Developing joint marketing and advertising initiatives
14 Overview Content Manual 2009-2010 Focus for Star Alliance
Each member airline has a different business strategy and its own identity. The Alliance combines the cultural diversity of its members with uniformly high standards worldwide. Customers can rely on consistent quality of service and products no matter which member carrier they travel with throughout the Alliance network. The successful coordination of these individual strategies ensures our success. This requires a commitment on behalf of the member carriers and employees.
In addition to what we do for our customers, our mission is “to contribute to the long-term profitability of all members beyond their individual capabilities”.
What Star Alliance does for its member carriers
• Offers access to multiple airline reservations systems through one website
• Leads the industry in connecting systems with a common language and exchanging information in our own reservation systems
• Offers travellers benefits like booking options, as well as information on discounted sales products
• Gives access to just-in-time information regarding visa requirements
• Provides the ability to locate all member airlines at one terminal, saving costs through combined services and better utilisation of our combined capabilities
How do we increase our customer recognition?
• By connecting and recognising customers throughout the entire Star Alliance network
• Through extensive use of codeshare flight options and carrier agreements
• By providing recognition of Star Alliance status across the network
Overview Content Manual 2009-2010 15 STAR ALLIANCE
Star Alliance Organisation
Star Alliance Services GmbH is a limited liability company designed to optimise its ability to provide leadership and direction to the member carriers.
Star Alliance has its headquarters in Frankfurt, Germany, with approximately 100 staff.
The Star Alliance Services GmbH mission is: Executing leadership in managing a portfolio of Alliance products and services using an agreed process.
For the carrier members that means an organization that offers ongoing leadership for new and continued initiatives.
Star Alliance has been designed to link all agreed standards, policies and procedures to our shared business purpose. Each carrier adheres to membership guidelines. Their performance against these agreements is measured in ongoing audits.
Employees of Star Alliance Services GmbH are responsible for the coordination of products and services and for working on behalf of the member carriers’ interests.
Star Alliance Governance and Structure
Star Alliance product and service delivery is led by the Star Alliance Services GmbH team.
Star Alliance is directed by the Alliance Management Board (AMB). The AMB is made up of designated executives representing the member airlines based on the airline’s selected membership package. They provide direction to the Star Alliance sounding boards and advisory groups that are responsible for putting the projects into development and continually updating them to meet market needs.
The structure of the Alliance is to support the member airlines in the ability to understand, implement and monitor the requirements of membership. It is linked to the business objectives of the entire Alliance. To create a common understanding among the carriers, minimum requirements are also communicated and adhered to by all member carriers. Carriers are monitored and evaluated on their compliance with these agreed standards by the customer and other member carriers.
To join Star Alliance, each member carrier needs to fulfil certain minimum requirements. Members sign an agreement to support Star Alliance Assets and Components by following the defined processes and procedures. To address the key business objectives we just covered, carriers agree to provide predefined Star Alliance Assets.
Assets and Components Handbook
In order to maintain the business focus of each of the assets, a clear ownership structure of Star Alliance Services GmbH is defined. These are aimed at addressing each of the key business objectives and supporting the Star Alliance fundamentals.
16 Overview Content Manual 2009-2010 They are:
• To serve the customer consistently throughout their entire journey from the first point of contact
• Know our customers and treat them accordingly
• Communicate services and benefits transparently and consistently
• Offer a safe environment
• Deliver quality in a simple and consistent manner
• Compete successfully with a global network
For further information, please review the Assets and Components Handbook that defines the minimum requirements. It can be obtained from your airline’s Membership Liaison Representative.
Star Alliance Product Delivery Process (PDP)
To guide the development and delivery of new Star Alliance products and services, Star Alliance Services and its member carriers use a structured Product Delivery Process (PDP). The purpose is to deliver products as efficiently as possible, optimise the use of resources and integrate the input across Star Alliance.
Key areas we focus on:
• Consistency • Competitive Advantage
• Flexibility • Standards
• Clarity • Value for Member Carriers
• Quality
PDP consists of eight steps called, “stages”. They are: Idea Generation; Idea Validation; Concept Development; Business Case Analysis; Development; Testing; Launch; and Life Cycle Analysis. Many ideas are generated in the “Idea Generation” phase, but only a few are actually developed into products.
Star Alliance uses a gate system to control and check if the project should continue, be adjusted or discontinued. Ideas can be filtered according to pre-defined screening criteria and a quality process. We can then verify if the product meets customer expectations prior to launch and ensure the product delivery process is focused through PDP.
For further and more detailed information about the process please refer to your airline Membership Liaison Representative.
Overview Content Manual 2009-2010 17 STAR ALLIANCE
The Star Alliance Customer
Star Alliance focuses on the needs of the high-value international customer. Customers expect an airline to provide them with specific benefits consistently, each time they travel within the Star Alliance network on one or more of the member airlines.
It is your goal as a Star Alliance member carrier employee to provide a consistent travel experience for all Star Alliance customers. You are responsible to serve customers consistently throughout the entire journey from the first point of contact.
It is our shared ownership responsibility that connects our airlines and customers. As a result, Star Alliance positions itself to increase customer loyalty and reduce the number of contact points the customer currently encounters during air travel.
Your knowledge of the customer’s expectations and benefits will help you to support this service promise when they travel on any Star Alliance member carrier.
Customer Types
One of the main benefits offered by Star Alliance is the promise to deliver premium services to our most valued customers – the Star Alliance Gold and Silver customers. Each member carrier is responsible to recognise these customers across the network and offer consistent services and according to their frequent flyer status across the network.
Premium Customers
We feel we can best meet the needs of international travellers and it is our goal to have the largest portion of this high-value customer group. Star Alliance recognises two levels of premium customer status: Star Alliance Gold and Star Alliance Silver. The member airlines define the customers’ tier status based on their own frequent flyer programmes. However, all member carriers recognise the Star Alliance premium customer to ensure that they are treated consistently across the Network.
Traveller Benefits
Customers benefit from Star Alliance through a variety of ways. Some of this includes expanded frequent flyer programme benefits, premium status recognition across all member carriers and global lounge access, fare products and connection services using innovative technology.
In addition, the Business to Business (B2B) customer is offered attractive corporate sales and convention products to further connect them in their business endeavours.
18 Overview Content Manual 2009-2010 Frequent Flyer Programme Benefits
Mileage Accrual
Customers of any Star Alliance member carrier frequent flyer programme can collect miles or points when they travel on any member airline’s flight on an eligible fare. The mileage accruals count toward higher membership status in the customer’s chosen frequent flyer programme.
Star Alliance Awards
Customers of any Star Alliance member carrier frequent flyer programme can also redeem miles or points for award travel with any of the Star Alliance member carriers. This offers the members the ability to book multi-carrier, multi-segment award travel on a single ticket, therefore offering them more options and greater flexibility.
• Star Alliance Upgrade Awards
Star Alliance Upgrade Awards (SAUA) is the product frequent flyers said they wanted most and we are the first airline alliance to deliver it. SAUA offers our customers the ability to use their miles to upgrade one class of service on any member carrier’s eligible flight. Star Alliance Upgrade Awards are available on almost 20 frequent flyer programmes when the customer is travelling on one of our member carriers. More programmes and carriers are set to join in the future.
Premium Status Recognition
Frequent flyers are also provided unique recognition and rewards across all member airlines – over and above what they would receive from their selected frequent flyer programmes.
Identification and Recognition
• Membership cards carry Star Alliance Gold and Star Alliance Silver logos
• Inflight paperwork and boarding passes can also identify their Star Alliance Gold and Silver status
Star Alliance Gold and Silver Benefits
Gold Benefits
Star Alliance Gold customers are entitled to special benefits, recognition and services during their entire travel experience. The services shown here are most valued according to the Star Alliance Gold Promises.
• Priority Airport Check-in: Allows Star Alliance Gold customers to check in at the Business and/or First Class counter when designated
• Priority Baggage Handling: Checked bags receive priority treatment and are among the first to be off-loaded
Overview Content Manual 2009-2010 19 STAR ALLIANCE
• Extra Baggage Allowance: Star Alliance Gold customers are entitled to one additional piece of checked baggage (piece concept) or an additional 20 kilos (weight concept)
• Airport Lounge Access: Star Alliance Gold customers have access to all member lounges regardless of class of service when travelling on a member carrier. They are also allowed to bring a guest
• Priority Reservations Waitlisting: When there are no seats left on their preferred flight, Star Alliance premium customers are given priority should a seat become available
• Priority Airport Standby: This service gives Star Alliance premium customers priority when standing by for a flight at the airport
For these services, Star Alliance Gold customers receive higher priority over Star Alliance and member carrier’s Silver customers.
For specific benefits, refer to the current Star Alliance Reference Guide.
Products and Services
Shared Ownership Concept
The success of Star Alliance relies on airline carriers sharing the same Star Alliance service vision and customer philosophy.
All of our Star Alliance customers expect consistent and efficient check-in service, as well as recognition of their frequent flyer status.
In order for Star Alliance to provide this consistent level of service to its customers, all employees who have contact with customers must, whenever possible, accept ownership of customer concerns and needs. Star Alliance customer service issues should be handled at the first point of contact and not referred back to another carrier for assistance.
As representatives of one airline, each of us must also develop “shared ownership behaviours” that will allow us to serve the needs of customers travelling on any Star Alliance member carrier.
In addition, all customers travelling on a Star Alliance member carrier are offered the following services. Specific delivery standards and requirements are in the functional training materials provided by your carrier and Star Alliance.
20 Overview Content Manual 2009-2010 Standard services include:
• Harmonised ticketing policies and procedures, interline e-ticketing and booking class alignment Interline E-Tickets are an extension of the e-ticketing concept and provide added value to our customers. E-ticketing eliminates the need for paper tickets and replaces them with the electronic ticket that resides in the member carriers’ computer system. All Star Alliance customers are able to use one, single e-ticket to travel on any combination of member carriers. This benefits the customers by allowing them to check in once and receive all their boarding passes.
• Special Service Request Special service items have been harmonised by all Star Alliance members. These include seat and meal requests, passenger contact and wheelchair assistance. So when travelling on an interline connection using a member carrier, their special service request should be recoginsed and offer by the member airline they are flying.
• Through Check-in Star Alliance customers expect consistent one-stop check-in for both passengers and their baggage from origin to destination. This service offers the customer the ability to make easier connections and reduce member airlines’ handling costs.
• Flight Information Access to real-time flight information (FLIFO) is provided via the individual carriers’ in-house computer systems. This is a service provided by Star Alliance that is housed in the StarNet system infrastructure. This system allows the member carriers’ staff in reservation call centres, airports and ticket offices, real time information about Star Alliance member carrier flights. The system offers customers the benefit of an improved transfer to their destinations and an easier travel experience.
• Availability Display A common availability display containing only Star Alliance member carrier flights is also available in most systems. This allows the Agent to easily keep the customer on our network whenever they need to provide new travel options.
• Harmonised Baggage Policies and Procedures There are minimum policy standards for checked and carry-on baggage to be applied by all carriers. Priority status at check-in and priority baggage handling procedures, such as the use of Priority bag tags, ensures that our most valued customers receive consistent baggage handling as they travel across the Star Alliance network.
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Irregular Operations Handling
When a flight is delayed, cancelled or rerouted special guidelines and procedures have been created for re-booking and notification to the passengers and onward Star Alliance member carriers.
• Communication Expectations The Star Alliance customer expects that we communicate immediately once the disruption of service is known, and not later than scheduled departure. They also expect to be informed with periodic updates every 15 minutes or as appropriate.
To coordinate the communication among the member carriers, there is also a common customer information message that can be sent to a special SITA address located at each of member carrier’s stations. This message allows the airport agent to easily send and receive messages regarding disserviced customers who have been rerouted or need assistance down-line.
• Rebooking Expectations Coordinated procedures for handling flight rebooking apply to all member carriers.
Rebooking policies
It is our goal to provide onward carriage with the least possible delay and on the same rated routing whenever possible. The choice of which carrier to rebook the Star Alliance customer should follow a standard order, whenever possible, selecting the Star Alliance member carriers as first alternates. In addition we use common booking classifications to more easily rebook the customer in their same booking class.
• Harmonised Amenity Offerings Controllable delays: The Star Alliance member carrier is to provide amenities such as refreshment, meals and transportation as appropriate.
Uncontrollable delays: The carriers are expected to provide all Star Alliance premium customers (First, Business and Star Alliance Gold) travelling on an international journey including an international connection to and from a domestic flight with a consistent customer service package. This may contain hotel and meal vouchers, travel assistance, etc. which is to be offered to all Star Alliance premium customers.
Lounge Access
• First and Business Class International Lounges International First and Business Class travellers are offered access to all member carriers owned Star Alliance lounges. They may use their carrier or any other members’ lounges when departing on a Star Alliance member’s flight. To have access they need to present the appropriate International First Class or International Business Class boarding pass, regardless of the Star Alliance member carrier they fly.
• Customers with a First Class International boarding card are allowed access to the First Class lounge and to bring in one guest.
22 Overview Content Manual 2009-2010 • Star Alliance Gold card holders have access to any member carrier’s owned lounge that is identified with a Star Alliance Gold logo when departing on a Star Alliance member carrier’s flight, no matter which class of service they travel. They are allowed to bring in one guest.
Fare Products
The Star Alliance network continues to develop new products and services that make global travel easier and more flexible. One of these is the variety of airfares and airpasses we offer to connect the world.
• Round the World Fare One of the products is our unique Round the World (RTW) fare. This opens up a world of itinerary options to fit our international travellers’ plans. They can choose from as many as 15 stopovers, using any combination of member airlines for a trip distance of up to 39,000 miles.
• Star Alliance Book and Fly The new “Star Alliance Book and Fly” allows customers to plan, book and buy RTW tickets via the internet, 24 hours a day, 365 days a year through www.staralliance.com. Customers can choose from an endless number of options when planning a multiple city round the world trip on the Star Alliance network and create a routing tailored to their specific travel needs.
• Circle Fares and Airpasses These fares provide our customers the perfect way to discover what an area has to offer by allowing them to see more than what the average tourist would while paying much less.
Circle Fares: These fare packages offer the customer a way to visit specific regions in our network. The customer is able to combine an international and intercontinental member carrier flight with up to 10 regional flight coupons. Currently Asia and Pacific Circle fares are available.
Airpasses: An additional travel option is the Airpass for travel in Economy Class. They allow the customer to purchase a ticket to explore the region in conjunction with a Star Alliance International/Intercontinental flight. Currently there are nine Airpasses available for Africa, Asia, China, Europe, Japan, the Middle East, North America, the South Pacific, and Thailand.
Overview Content Manual 2009-2010 23 STAR ALLIANCE
Connection Services and Projects
• Star Alliance Connection Project
Our goal is to ensure a consistent and hassle-free experience to our customers whenever they connect within our network. At the most critical Star Alliance hubs this is supported through the concept of a Star Alliance Connection Centre. Connection Centres are where technology is used with guided experience and analysis to better anticipate passengers who have tight connections.
Approximately 9,000 connections (bags and passengers) are saved each month. Currently we have Star Alliance Connection Centres in Bangkok, Charlotte, Chicago, Denver, Frankfurt, Los Angeles, Munich, Narita, Philadelphia, San Francisco, Toronto and Washington, with more to be added.
Star Alliance is able to solve the traveller’s problems by continually monitoring inbound and outbound flights. This allows airport staff to proactively take steps to minimise the effect of any delays in our customer’s travel. With the help of special software, a tool developed by Star Alliance called the Transfer Decision Tool (TDT), we are able to automatically track our customers and bags in real-time. This software is used at our Connection Centres and with almost 40 stations worldwide.
• Move under one Roof (MuoR) “Move under one Roof” is one of Star Alliance’s most important projects. The concept involves more than mere physical collocation of airline facilities in the same terminal. Behind the scenes it involves the development of common products and services such as IT and purchasing. What the customer sees are common ticketing and check-in counters, lounges, offices, transfer desks and baggage facilities.
In an economic climate where value is one of the most important criteria when developing products for the airlines, Move under one Roof takes a front row seat. The benefits for the carriers and their customers have proven themselves over the years. Move under one Roof has raised the benchmark of travel expectations for the industry and continues to prove its value. In some cases connection times have been cut in half and savings of more than €2 million have been achieved at just a single airport.
Benefit The benefit for the customer is shorter waiting lines and transfer times to get through airports and on to their next Star Alliance member flight. With member airlines collocated under one roof the time it takes to get to a connecting flight can be cut in half.
MuoR projects are in place in 14 hub locations located in Beijing, Bangkok, Chicago, London, Los Angeles, Mexico City, Miami, Narita, Paris, San Francisco, Seoul, Shanghai, Toronto and Washington with more to come.
24 Overview Content Manual 2009-2010 Business Solutions
To provide the benefits that our Business to Business (B2B) customers have identified as key drivers for choosing a member carrier or alliance, Star Alliance offers products and services that provide travel solutions for the corporate client, meeting planner or participant, and the travel trade. These services make it easier for groups of travellers to make their coordinated travel arrangements at a competitive price.
Corporate Plus
Tailored for the travel buyers of large multinational corporations in over 30 strategic markets, the Corporate Plus product offers the following benefits:
• One Proposal – A single proposal is tailor made to reflect the customer’s needs
• Negotiation Process – Star Alliance offers the corporate client a simplified, centrally steered negotiation process
• One Point of Contact and a Central Account Management Process – The account process has been simplified and is steered centrally
Conventions Plus
Star Alliance Conventions Plus is a programme designed to meet the needs of the Event Organiser-Business to Business (B2B) and the Delegate Business to Customer (B2C). Conventions Plus provides a simplified travel solution for convention organisers. The local Star Alliance member airline becomes the single point of contact for the convention organiser. To qualify for Conventions Plus benefits, the conference must be truly global with more than 500 international delegates from at least three different countries and two continents.
Conventions Plus offers access to global special convention fare discounts on participating airlines and access to the benefits of the Star Alliance Network that includes the frequent flyer programmes.
Delegates benefit from the discounts ranging from 10-15% depending on the type of fare, class of travel and airline used.
Meetings Plus
The Meetings Plus product makes travel arrangements easier by giving corporate meeting planners one point of contact for any of the participating carriers. This programme helps companies organise events where as few as 50 people from around the world can be brought together to do business.
Company Plus
Star Alliance Company Plus is the online incentive programme for small to medium, European corporate customers of airlines within Star Alliance. For every flown segment on a participating airline, the company collects Plus points that can be exchanged for free flights and upgrades on all business travel.
Overview Content Manual 2009-2010 25 STAR ALLIANCE
Innovation and Technology
We are in an exciting time when technology continues to develop at an unbelievable speed, offering endless potential to upgrade our existing capabilities. Star Alliance investigates the technology trends both inside and outside the industry in order to find ways that could benefit our members and customers in the future.
Star Alliance also makes an effort to make sure our members are adapting to the changing needs of their customers. This means helping them to be successful in a competitive environment. Star Alliance is focused on developing innovative solutions that help our customers and are the most cost-effective to the member carriers.
The changes in technology that Star Alliance and the member carriers have implemented across the network make us stronger than any airline working alone.
Star Alliance Website
An example of this is the Star Alliance website. It offers resources for business customers, leisure travellers and representatives of the media. The website focuses on Star Alliance specific schedule information, frequent flyer programmes, links to all member carriers’ websites, airport information and the latest information about local visa and health regulations. Real-time flight information is provided for all member carriers’ flights, as well as an online baggage inquiry feature.
The site currently is available in nine different languages: English, German, Spanish, French, Portuguese, Japanese, Korean, Chinese Simplified, and Chinese Traditional.
For more information go to: www.staralliance.com
26 Overview Content Manual 2009-2010 Star Alliance IT Supported Applications
• Automated Document Check
To address the complexity of international travel and the documents required, a joint effort by select member carriers has created a tool that will take the guesswork out knowing if the passenger has all the required documents for travel at the first point of check-in for their entire journey. Automated Document Check is an innovative, new product developed for Star Alliance member carriers’ airport check-in staff and passengers. This state-of-the-art technology is used to evaluate the passenger’s travel documents using a database that will translate the countries’ travel rules and regulations into an easy to understand format available in the carrier’s computer system.
Passengers performing off-airport check-in via the Internet or at a Self Service Unit will use the same service. The member carriers benefit by lowering the costs resulting from immigration fines and the last minute offloading of passengers. It also makes it easier for the Check-in Agent to understand the complex rules that apply to a passenger’s travel plans.
• StarNet
Star Alliance offers a StarNet application to assist the airlines with the exchange of customer flight data. It consists of a system infrastructure and software applications that convert messages from one carrier specific system to another.
• FLIFO
FLIFO is an application that allows the member carriers to exchange and request real-time flight status information for any other participating member carrier on their own airlines’ computer system.
• Redemption Availability System/RAS
The Redemption Availability System (RAS) allows the agent at one airline to view the availability of award and upgrade travel on another member carrier.
• Common IT Platform (CITP)
Another example of leading new initiatives is the development of a Common IT Platform (CITP). Participating carriers will be able to use a common passenger service system. This will allow them to check availability and schedules, quote fares, make reservations and ticket, as well as offer a common Departure Control System.
Overview Content Manual 2009-2010 27 STAR ALLIANCE
The Star Alliance Team
The success of Star Alliance requires all staff to have a positive attitude about and comprehensive knowledge of Star Alliance. A good understanding of cultural differences and shared-ownership behaviours ensures that the service we provide meets our customers’ expectations.
Employee Contributions to our Shared Success
Employees can contribute to the success of Star Alliance by:
• Demonstrating knowledge of Star Alliance
• Providing high quality service
• Increasing their cultural awareness and sensitivity to cultural differences and customer service expectations
• Demonstrating shared-ownership behav - iours
As a member of Star Alliance, you should have knowledge and be able to explain:
• What the Star Alliance network is
• Why Star Alliance exists
• What products and services are offered
• What the customer’s expectations are and your role in meeting those expectations
High Quality Service
All employees are expected to provide a globally recognised level of professional service. Each Star Alliance carrier has an impressive history as an internationally recognised service provider. Although each carrier may offer a portfolio of stylised services, we are all connected by the consistent and professional service we provide all of our customers across the Alliance.
In order to be able to provide this globally recognised Star Alliance service, be aware of the service requirements of your airline and always strive to meet these requirements with all Star Alliance customers. When the employees of Star Alliance’s member carriers serve customers, they are careful to preserve the quality specific to each culture, but at the same time create a consistent service quality standard.
The creation of Star Alliance challenges you to think beyond your individual airline’s boundaries. The more you know about other Star Alliance member carriers and learn from each other allows you to continue to enhance your service skills.
28 Overview Content Manual 2009-2010 Cultural Awareness
One benefit of being a Star Alliance member is the opportunity to enhance your cross-cultural understanding. As an employee of a Star Alliance member carrier, you should strive to improve your awareness and sensitivity to cultural differences with your customers and member employees.
You can do this by learning about other countries and cultures. One way is to research the cities and countries of the customers you interact with most often.
Travel as an observer – keep your eyes and ears open to cultural differences. Stay interested in what is happening elsewhere in the world. Learn some facts about the cities and countries your customers are travelling to and the locations we offer them in the Star Alliance network.
When dealing with people from different cultures, a person typically makes a judgment based on his or her own perspective or way of thinking. This may result in conflicts between cultures and difficulties when dealing with a customer or another employee.
When you are uncertain about a customer’s cultural expectations, use a conservative approach. Always maintain a professional, helpful, friendly manner. Each person has his own way of thinking, feeling, and mode of conduct that he or she is comfortable with.
You can use self-awareness techniques when interacting with others from a different culture. For example, make an effort to see yourself as others see you. Deal with customers from different cultures with patience. Try to see the situation from their point of view and work on an appropriate solution or options that meet their needs from that perspective.
Shared-Ownership
Demonstrating the expected behaviours that support the concept of shared-ownership and responsibility for the care of our Star Alliance customers is key to our shared success. Employees should identify actions that demonstrate a positive attitude regarding Star Alliance and its initiatives.
This means responding fully and quickly to requests for information from Star Alliance members on issues that affect Star Alliance business and customers. Show respect toward Star Alliance members, customers and staff in both words and actions. Promote the benefits of Star Alliance to internal colleagues and customers.
Treat customers from other Star Alliance carriers as if they are customers of your airline. “You get the problem, you take care of the problem” is the service philosophy we use when providing services to our shared Star Alliance customers. Offer to assist or fix the problem at the first point of contact with the customer whenever possible. Above all, demonstrate openness, welcome change and find new and improved ways of doing things.
Overview Content Manual 2009-2010 29 STAR ALLIANCE
Employee Benefits and Resources
The quality of an alliance depends on the ability of its members to share information. In Star Alliance, with more than 20 member carriers and a flight taking off or landing every three seconds to more than 900 destinations, things change continually. Being well-informed means being able to help each other better serve our customers.
Communicate and Keep Informed
Star Alliance offers a variety of communication tools and support to keep the carriers informed and able to support the standards of membership.
• Star Alliance’s Employee Website: Connects you to the communication resources and other member airline employees. This online portal has everything including videos, the latest news and current publications such as the Reference Guide or Network.
www.starallianceemployees.com/
• Webwork – Star Alliance Intranet: Star Alliance offers an internal platform that allows member airline representatives the opportunity to exchange information and documents. This intranet is called “Webwork”. It connects the airlines to immediate information about what is going on at Star Alliance and among the carriers. It provides a repository of information for meeting minutes and agendas, quick links to Hot Topics (a daily round-up of news about the Alliance and its carriers), reference materials, a media library (i.e. presentations, photos, etc.) and the Brand Book, among other things.
Access is given to those airline representatives who are part of project teams, sounding boards, advisory groups or any of the other governing bodies.
To get more information, see your Membership Liaison Representative or go to: https:/webwork.staralliance.com
• Marketplace: These are sessions held at key station locations where employees learn more about the benefits of Star Alliance membership through information booths and airline events.
• Star Days: These are airline-sponsored initiatives where people gather to exchange ideas on a current topic with guest speakers both inside and outside the airline industry.The Star Day initiatives provide a platform for the member carriers to raise and promote the key Star Alliance messages, share the workplan and benefits across a variety of audiences, including executive management, middle management and the frontline employees.
30 Overview Content Manual 2009-2010 Resources
Star Alliance offers a selection of e-Learning modules. Designed for new and current employees, they offer an innovative way to learn more about the Alliance and your responsibilities associated to membership requirements through a visual and interactive educational online experience.
Seven Star Alliance Overview modules cover all aspects of the Alliance, from strategy, products and services to customer expectations and service measurements.
In addition, Star Alliance also offers additional e-Learning modules to support the understanding and delivery of key Star Alliance products and services.
Created for designated audiences, the modules provide details on harmonised processes and guidelines covering a variety of Star Alliance topics. They are designed to support carriers’ current training and highlight what is expected when working for a member carrier to provide consistent service to our shared customers. REFE REN CE GU IDE STAR AL THE LIAN C WAY THE E EARTH C The e-Learning modules are available via the Web ONNECTS or the member carrier’s intranet or learning system. Contact your Star Alliance Training Representative for additional information.
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• Star Alliance Reference Guide: Each year Star Alliance provides a quick reference guide. The guide is a user-friendly tool that provides quick ANCE STAR ALLI access to the information needed about Star Alliance harmonised policies and procedures. etwork n009 07/2 Included you will also find member carriers’ facts and s move Five airline figures, general information regarding harmonised erminal 1 into LHR T customer and baggage processes and procedures as well as helpful information such as airport maps and lounge locations. This tool is available in hard copy, electronically on the Star Alliance Employee Website or via your airline’s intranet.
• Network: An online magazine published 10 times annually is a way to learn more about recent events, new products and initiatives. It is available on the Star Alliance Employee Website both as a PDF and as an e-book with embedded links to videos and other media.
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Overview Content Manual 2009-2010 31 STAR ALLIANCE
• Products and Services Guide: The quide focuses on providing details on the airport products and services currently available and is working collaboratively with member airlines, airports and employee groups. It is published every two years and is available in hard copy and electronically on the Star Alliance Employee Website.
• Brand Book: Is an online resource that ensures that Star Alliance is seen as a single, global brand. Its purpose is to provide anyone associated with communicating and marketing Star Alliance with clear brand guidelines. including standards for signage, color and font requirements, as well as use of the Star Alliance logo or name. It also offers current branding and logo requirements and images of our member carriers.
• Quality Assurance tools: Star Alliance also has a harmonised way to measure our members’ service delivery and performance against the Star Alliance Assets. A Quality Audit Handbook is used by the carriers to verify compliance of the Star Alliance Assets. In addition, ongoing quality audits are conducted to measure service delivery by member carriers and at select airports serviced by member carriers.
From these audit reports we are able to identify which airline is delivering according to the standards and where improvements may be needed. Each carrier is provided feedback and action plans for improvements via these reports. It provides a valuable tool for all members and guidance for the individual carriers.
Benefits of Membership
The Star Alliance network allows individual member airlines to expand their network beyond their own capabilities. Utilising the natural synergies inherent in the Alliance concept, our airlines enjoy a wide range of benefits such as global market access, optimised schedules and a strong market presence in all parts of the world.
Benefits of Star Alliance for Member Airlines
• Codeshare Flights
One of the benefits associated with Star Alliance membership is the opportunity to expand the individual airline network through codeshare services operated by the Star Alliance member airlines.
Through codeshare, member carriers can offer more flight options than a single carrier could offer alone. This allows us to offer more destinations using the Star Alliance network.
Another major advantage of using codeshare flights is that the capacity on a given segment is sold through the flight numbers of both the Operating Carrier and the Marketing Carrier. Both have the opportunity to gain revenue on a flight that they may not physically operate, but can sell seats on another member’s aircraft.
Each codeshare flight allows us to have one Operating Carrier as well as up to five member carriers’ flight numbers listed as an additional option for booking and sales on that one flight.
32 Overview Content Manual 2009-2010 Operating Carrier: The airline which “operates” the flight by providing its own, chartered or leased aircraft and staff.
Marketing Carrier: The airline code which appears as the carrier on a flight segment of a ticket with a code share arrangement. They do not fly the aircraft associated with that flight number, but are the legal, contractual airline.
The Operating Carrier and Marketing Carrier could be the same carrier.
A codeshare connection also has a higher priority in the computer reservation systems (CRS) displays. This further supports the sale of a Star Alliance codeshare flight over a simple interline connection. This means the codeshare connection will be displayed physically above an interline connection with a non-Star Alliance partner and therefore have a better chance of being sold.
The overall result is that each member airline is able to increase its passenger numbers and achieve higher revenues.
• Optimised Schedules (Frequencies) and Network (Destinations)
Working together in Star Alliance, individual members can optimise their own flight schedules and increase the overall number of flights they can offer to customers. More flights into and out of the major hubs allow carriers to start more international services between hubs. An example is the expansion of flights between two carrier’s hubs. By linking into each other’s networks, Lufthansa and Turkish Airlines increased the number of flights between Munich and Istanbul from four flights to six flights per day. In addition, they were able to increase traffic through their hub by offering customers a variety of options to catch a flight that better serves their needs.
• Carrier Specific Benefit – Example: EGYPTAIR
After joining Star Alliance, EGYPTAIR was able to optimise its network and accelerate the development of its Cairo hub. EGYPTAIR was able to reduce their own investment on routes which could be served by more than one airline participating in Star Alliance. This made it possible to improve its global network through flight connections with Star Alliance partners through the Cairo hub. It also made it easier for passengers to transfer to their connecting flights.
Overview Content Manual 2009-2010 33 STAR ALLIANCE
• Improved Customer Loyalty – International Exposure
Every Star Alliance premium customer is recognised by each of the other members, as if they were their own top customers, which encourages customer loyalty.
Through our shared association with other airlines, we can enjoy enhanced recognition and world-class status in areas of the world that were previously beyond the individual airline’s reach.
Together, we offer attractive schedules, travel-convenient services, safety and recognition that make our Star Alliance customers prefer to fly on the Star Alliance network.
Each Star Alliance carrier offers a selection of excellent services to their customers. While each of us are very proud of our own products and the way we do business, we can always learn from each other and continue to enhance and develop.
• Reduced Operating Costs
Relationships between Alliance members also help to reduce operating costs. Savings are achieved through the use of shared or common facilities such as lounges, airport terminals, city ticket offices, and check-in facilities.
Joint purchasing opportunities also reduce costs for member carriers. Savings can be associated with fleet coordination as well as with knowledge transfer of the availability and benefits of new technologies. Exploration of potential synergies and cost savings can also *be found through joint efforts, coordinated fuel purchasing and sharing of best practices.
34 Overview Content Manual 2009-2010 Star Alliance Employee Benefits
We have already seen how Star Alliance significantly increases the benefits that we may now offer to our customers as well as the benefits that Star Alliance membership provides to your own airline. The creation of Star Alliance also permits the individual member airlines to offer additional employee benefits that were not previously possible.
As an employee, you are an important part of a world-class organisation and with that come the following benefits. From broadening cultural horizons to facilitating employee travel opportunities, Star Alliance amplifies the scope of benefits available to all employees who work for the member airlines.
• Broader vision beyond your airline
Working with Star Alliance allows you to interact with customers from all over the world. This will increase your understanding of the world and the international travel industry.
Employees increase their knowledge about the organisation and management of the other major international airlines. In addition, we share best practices for handling air transportation affairs at an international level.
• Travel benefits
The harmonisation of employee travel benefits is of interest to Star Alliance. The desire is for the individual carriers to offer improved travel programme options to all employees of Star Alliance carriers. This includes reduced rate travel benefits, such as ZED fares, higher-priority standby, and the extension of special rates for Star Alliance member employees that are better than offered to non-aligned employees.
NOTE: These are dependent upon the carrier’s employee pass policy and interline agreements.
Employees are then given the opportunity to acquire a “first hand” experience with Star Alliance products and services that we offer our customers when they travel on another member’s flight. They can experience what the customer experiences.
• Professional Development
Opportunities to work on Star Alliance projects, temporary assignments and special project teams are offered to the employees of member carriers. Available positions are handled through your Human Resources department and posted on the website.
In addition, Star Alliance offers training to all member carriers. The training organisations of all member carriers work together to share best practices and extend common training to the employees of other member carriers.
For example, Star Alliance functional training, which covers common topics related to membership, has been jointly developed by the members. New solutions and joint investment in the use of training technology are ways we can jointly improve processes and the skill level of our employees.
Overview Content Manual 2009-2010 35 STAR ALLIANCE
The Star Alliance Learning Network
Star Alliance makes available the following courses to all interested carriers.
• Star Alliance e-Learning Modules
These modules are related to foundational information regarding Star Alliance, the harmonized policies and procedure, products and services as well as premium customer benefits and recognition.
In addition, future modules related to tools, sales related initiatives and best practice guidelines will also be offered to support you in your role as a part of Star Alliance.
• Star Alliance Sponsored Workshops and Train the Trainer Sessions
Support for specific product delivery processes and understanding are offered via the product owners of Star Alliance Services GmbH. These multi-airline sessions allow the employees to learn from each other about how we are all connected in providing are coordinated travel products and services. This includes topics that cover sales products, Customer Relations and Audit Training. More courses are being considered.
See your Airline Training Representative for more information regarding these opportunities.
36 Overview Content Manual 2009-2010 Awards and contributions
The strength of Star Alliance is in the diversity we offer. Each member carrier offers a unique position in the world and a unique service experience for the international customer. Our customers appreciate the familiarity of their preferred carrier, while still having the advantage of flying on our network. You play a unique role in Star Alliance.
Every action you take can impact your customer’s decision to choose Star Alliance as their preferred travel option and select a member carrier as their travel provider. Each of us provides a powerful connection to the Star Alliance brand and success.
Star Alliance has long been recognized as the industry leader. In recent years it has been named “The Best Airline Alliance” by Business Traveller, Air Transport World, and World Airline Awards (Syktrax)
In addition, member airlines have regularly received awards in a number of categories, ranging from First, Business and Economy Class service to Lounges, Inflight Service and Catering, and Best Flight Attendants.
Since it was founded in 1997, Star Alliance has succeeded in continually raising the standards for international air travel. More the 500 million pasengers travel through the Alliance network each year. More then 400,000 people from more than 20 airlines have worked together to make it happen. They have learned from each other, for each other, and with each other. Together they have anticpated changes, accepted challenges, and continue to work to stay ahead of the competition.
Overview Content Manual 2009-2010 37 STAR ALLIANCE