Lufthansa Group’s latest brand refresh fails to deliver any hope of much-needed change

Lufthansa Group’s new brand identity is positioned as a signal of renewal, cohesion and long term vision. It arrives at a moment when the group faces increasing pressure to modernise its product, resolve delays in its flagship cabin launches and sharpen its competitive edge against European and Gulf rivals. The rebrand’s intent is clear: shape a unified house of brands that feels consistent and contemporary. The question is whether this direction will elevate the passenger experience or compress the individuality that travellers value.

There is precedent for closer alignment. SWISS set a template with Swiss Senses, bringing clarity to material choices, mood lighting and service rituals rooted in national identity. Lufthansa’s Project Fox appears to be following that trajectory – after all SWISS is the incubator of many group-wide initiatives, yet Lufthansa always adopts a more neutral expression.

The new Allegris business class seats represent a significant investment, but its an understatement to say their introduction has been slow and uneven. Instead of a proud fleet wide transformation, passengers encounter a fragmented reality where the newest product sits alongside older cabins that feel several generations apart – potentially even on the very same aircraft. For a group of this scale, unification may be appealing as a simplifier, but it risks flattening character in favour of conformity.

Seat harmonisation is already underway. SWISS and Lufthansa have more in common now than they did a decade ago, and the group has introduced similar hard products across multiple types. Austrian and Brussels have resisted full alignment, maintaining distinct cabin design philosophies. The concern now is whether the new identity sets expectations that will bring these outliers into the fold. Uniform seats may streamline procurement and maintenance, yet they blur the emotional distinction that helps passengers choose one brand over another.

Lounges are an even more visible test. While other carriers are embracing design forward hospitality, from curated material palettes to signature scents and local artwork, Lufthansa Group has largely retained a functional approach. If the new brand identity steers lounges toward a generic aesthetic, the group risks falling behind the emerging benchmark where lounge spaces feel like hotels, not transit halls. For frequent travellers, the lounge is where a brand can communicate personality without certification constraints. It is also where function and emotion intersect. Efficiency matters, but atmosphere matters too.

The loyalty proposition adds another layer. Miles and More has long served as the gravitational centre of the group’s customer relationships. A unified identity could be the catalyst for deeper integration, from digital design to redemption logic. Yet it also raises a question about differentiation. If carriers within the group converge in visual identity, cabin design and lounge style, what reasons remain for emotional loyalty to any specific airline within the portfolio. Frequent flier programmes thrive on aspiration as much as practicality. A more generic group image may weaken the story passengers tell themselves about why they stay loyal.

Where does this leave the passenger experience? On a positive note, greater alignment could mean clearer communication, more predictable product standards and simplified service training. Digital touchpoints could benefit from a unified design language, and procurement synergies could free capital for future innovation. There is potential if the group chooses to use shared identity as a platform for uplift rather than downgrading to the lowest common denominator.

Yet the concern is that this latest brand execution feels cautious and predictable. The visual identity is competent but subdued. The product rollout has lacked momentum. The lounges remain utilitarian. At a time when carriers are rediscovering cultural specificity and sense of place, Lufthansa Group appears to be standardising and stagnating.

Identity should be a catalyst for experience, not a cosmetic layer disconnected from it. If this rebrand evolves into a deeper repositioning that celebrates the strengths of each airline within a shared framework, it could mark a meaningful new chapter. If it remains visual only, it risks being remembered as a missed opportunity.

For now, the new Lufthansa Group identity communicates stability and functionality. It does not yet communicate aspiration, nor does it convincingly answer the question of what it will feel like to travel within this group in five years. That is the gap that will determine whether this rebrand becomes a turning point or a footnote.

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