CMO Kenneth Chang Wants to Make Korean Air “The World’s Most Loved Airline”

Korean Air is at the precipice of monumental change. With an impending $1.4 billion merger with its long-time competitor, Asiana Airlines, along with a major rebranding and digital modernization underway, the airline is not just updating its image—it’s redefining what it means to be a global carrier.

At the helm of this change is Kenneth Chang, a Korean American technology professional who has led the airline’s digital transformation while ensuring that customer experience remains at the forefront of its evolution.

Photo: Chief Marketing Officer, Kenneth Chang. Courtesy of Korean Air

As Chief Marketing Officer, Chang leads the airline’s Marketing, IT, Cabin Service, Customer Relations, and Global Service divisions, focusing on delivering personalized and connected experiences across the airline’s global network.

Chang played a pivotal role in Korean Air’s migration to Amazon Web Services, making it the first full-service carrier to complete such a migration. His vision has integrated machine learning and advanced data analytics into airline operations, enhancing everything from passenger experience to backend processes.

Kenneth Chang, who has a Bachelor’s degree in Business from Johnson & Wales University in Providence, Rhode Island, welcomed Business Traveler into his neat office, which is filled with neat Korean Air airplane models, baseball hats, and some nifty keepsakes from his successful career as an airline executive.

Q: Kenny, thank you for having us here, especially during what could be the busiest time in Korean Air’s history. The airline is experiencing a monumental period marked by an impending merger, new aircraft deliveries, and expansion in the U.S. market, all while managing its partnership with Delta and ongoing airport infrastructure projects. How is Korean Air navigating this busy time, and what challenges do you anticipate?

It’s certainly an incredibly busy time for us, and it’s the first time in 40 years that Korean Air is facing a transformation of this magnitude. The merger with Asiana Airlines is a historic event—it’s the first time in Korean aviation history that two major airlines will combine. On top of that, we’re introducing a new corporate identity (CI) next March, which includes a complete rebranding with a new livery and enhanced service offerings.

Photo: Courtesy of Airbus SAS / Florent Montet / Alexandre Doumenjou

We’ve been preparing for this for the past three years, and it has involved everything from standardizing our branding across the board to working on change management internally. We’ve also been developing new marketing campaigns and planning how we’ll introduce all these changes globally.

Although some aspects of this transformation have been delayed due to waiting on regulatory approvals, we’re hoping to make key announcements later this year.

Korean Air has been working on these changes for a while, with plans to launch an all-new Corporate Image (CI) by next March. Are you confident that you’ll meet this timeline, or is there a chance you might need more time?

We are on track for the first quarter of next year. Most of the legal processes, like trademark and patent approvals for the new CI, have already been completed in most countries. From a design perspective, everything is finalized. We’re now in the fine-tuning phase, ensuring that every aspect, from lounges to onboard amenities like dining experiences, amenity kits, and uniforms, aligns with our vision for a modern, refreshed Korean Air.

Photo: Courtesy of Korean Air

This rebranding effort will include the introduction of new aircraft interiors, new uniforms for our cabin crew, and the overall elevation of the passenger experience. We’re not just launching a new look—we’re launching a new Korean Air, which takes time.

How long do you expect the full rebranding and transformation process to take?

We anticipate the process will take about two years. After the merger is finalized, we’ll launch our new CI and celebrate this milestone with both internal and external stakeholders. The final stages, such as completing the transition to new uniforms and finalizing the integration of all operational elements, will likely take two years to complete.

Photo: Korean Air, Airbus A330-300. Courtesy of Kevin Lee / Unsplash

However, we’re taking a careful approach because Korean Air hasn’t always been the best at telling its story. Operationally, we excel, but we’ve never truly communicated our vision effectively to our customers, employees, or the broader market.

This rebranding is about more than just aesthetics—it’s about telling a new story and redefining our presence both in Korea and globally.

How is the Korean community reacting to such a significant change after operating under the same image for four decades?

It’s a massive change, and we understand that there will be mixed reactions, especially from loyal customers who have identified with our current branding for decades.

Photo: Courtesy of Airbus SAS

Korean Air is a legacy airline, and this transformation marks a departure from tradition. But with our new CEO’s vision, we’re positioning ourselves as a global airline, not just a Korean airline.

The goal is to be recognized as a leading international carrier headquartered in Korea that caters to a global audience. The merger will make us one of the region’s largest airlines, bringing both opportunities and challenges.

Photo: Courtesy of Airbus SAS

We expect some pushback—particularly from those who have a strong attachment to our current logo, which some outside Korea associate with Pepsi due to its similar design. But our new symbol will modernize our identity without losing the essence of what Korean Air stands for.

Ultimately, this rebranding is about showing the world that we are not just staying relevant—we are evolving to become a more modern, customer-focused, and global airline. We want to be seen as a premium carrier for all passengers, not just for those traveling to or from Korea. Our focus is on becoming a global airline that can stand shoulder-to-shoulder with the best in the industry.

Let’s talk about going beyond Korea. How do you design a new CI while considering the different markets you serve? For example, you’re expanding significantly in the U.S., and your joint venture with Delta is a key part of that growth. How do you appeal to American customers who might be hesitant about traveling to Asia with you, especially when Delta is such a well-known brand?

Three years ago, when we started this process, it was a different story compared to now. The joint venture with Delta has provided us with a unique platform, creating synergies that we didn’t have before.

Beyond our partnership with Delta, we’ve been studying the U.S. market intensively, which is quite diverse. It’s not just about East and West Coasts anymore. We’re focusing on various regions, from the Midwest to the South, where Korean Air’s brand presence has traditionally been less prominent.

Photo: Courtesy of Korean Air

Historically, we operated only daily flights from hubs like New York and Los Angeles, so people outside these markets didn’t really know much about us unless they were frequent travelers or partners of ours. We’ve now taken a much more strategic approach by analyzing multiple data sets to understand where we were strong and where we needed to grow.

What role has digital marketing played in this effort?

Digital marketing has been critical, especially as content consumption has shifted dramatically. By 2007, 50 percent of content was being consumed digitally, and today, that number is well over 80 percent. In regions like the U.S., particularly on the East and West Coasts, where 5G is ubiquitous, we’re able to tailor digital campaigns based on age groups, ethnic backgrounds, and travel preferences.

Photo: Seoul, South Korea. Courtesy of Ciaran O’Brien / Unsplash

For instance, Korea is now recognized globally as the home of K-pop, and we’re leveraging that to target younger audiences. But, we also segment our approach to reach older, wealthier customers who may be more interested in our first-class product.

It’s no longer about one-size-fits-all marketing. We have six seconds to capture a 15-year-old’s attention, and that requires a completely different strategy than reaching a 60-year-old who might still respond to more traditional media, like newspapers.

Q:  How does your partnership with Delta influence this strategy?

It’s a perfect complement. Delta doesn’t have an international First Class cabin, but we do. We don’t have a Premium Economy cabin, but they do. So, when we joined forces, we filled gaps for each other.

Photo: First Class, Boeing 747-8. Courtesy of Korean Air

Delta’s business class customers can now experience our first class service. From a marketing perspective, we’re very tactical in aligning both brands to meet customers where they are.

We don’t want to lump the East and West Coast markets together as one; there are important cultural differences that need to be addressed.

Moving on to the impending merger with Asiana Airlines, how do you plan to integrate two distinct brands and cultures, both operationally and technologically?

It’s not as simple as just flipping a switch, especially when it comes to technology. Even though we and Asiana use similar passenger service systems and cargo platforms, the data sets are different. Each country also has its own data protection laws—Korea has its Personal Data Protection Act, China has its PIPL, and Europe has GDPR. All of these need to be carefully managed.

Photo: Courtesy of Airbus SAS / Florent Montet / Alexandre Doumenjou

From a regulatory standpoint, we can’t simply transfer aircraft and operational data from one system to another without making sure we comply with maintenance cycles, part cannibalization rules, and other safety regulations. That’s been a significant focus for us over the past three years.

How about the cultural integration between the two airlines?

The cultural aspect is the part that keeps me up at night. I’ve been involved in many mergers over my career, and I’ve seen talented people leave because the cultural integration wasn’t managed properly. Korean Air and Asiana have very different company DNAs, much like the differences between red states and blue states in the U.S.

Photo: Airbus A321neo. Courtesy of Korean Air

Asiana has a more regional mindset, while Korean Air has always aimed to be a global airline. These differences are reflected in how employees are trained, promoted, and recognized.

We’re working to ensure that this cultural merger doesn’t create two distinct identities within the company. If we don’t get it right, passengers will notice the inconsistency in service. They expect the same level of care and professionalism, whether they’re flying on an Asiana plane or a Korean Air flight.

What are the main challenges in aligning the customer experience across both airlines?

The key is consistency.

You don’t want passengers on the same flight to have different experiences just because the flight attendants come from different backgrounds. It’s like the hotel industry—customers expect a uniform standard of service across the board.

Photo: Courtesy of Korean Air

So, training our flight attendants to not just work together but to think and act as a unified team is essential. It’s a big challenge, but we have a strategy in place.

Can you share more about that strategy?

It starts with hands-on experience. I make it a point to fly with our crews, stay at the same hotels, and experience the journey just as our customers do. I believe that, to understand customer service, you need to live it.

We’ve broken down the travel experience into six stages, from planning and booking to the return flight, and we’re working to ensure that we provide a seamless experience across all these stages. It’s not just about what happens in the air or at the airport anymore, the entire journey matters.

Q: Where does your airline stand regarding personalized passenger experiences and in-flight connectivity, especially considering the advancements seen in the industry from airlines like Delta and United?

We’ve been early adopters of in-flight connectivity, though it hasn’t been without challenges. Back in 2003, we were the first airline to introduce Wi-Fi on board through a partnership with Boeing. Unfortunately, that program didn’t last because Boeing decided to exit the connectivity business, and we had to rethink our strategy.

Currently, we’re working to modernize our fleet with more connectivity options. We’ve ordered new aircraft from both Airbus and Boeing, all of which will come with cutting-edge connectivity solutions.

Photo: Boeing 787-10, Prestige Class 2.0. Courtesy of Korean Air

For instance, the 787-10 and the upcoming 777 retrofits will have enhanced in-flight Wi-Fi, and by the end of next year, around 60 of our long-haul aircraft will be fully equipped.

We’re also testing various technologies, including Starlink, which we’re exploring in our private jets as a potential future option for broader use.

The passenger experience is evolving toward total personalization, and we’re aligning ourselves with this trend. We’re revamping our IFE system to enable content continuity. Passengers can start watching something at home and seamlessly continue the experience on the plane.

We’re also in discussions with content producers to explore how we can provide early access to certain media for passengers who have confirmed their tickets, offering them a unique and personalized entertainment experience from booking to arrival.

There seems to be a tension between heavy investment in connectivity and potential returns, especially when considering passenger demand in different regions. What’s your take on this?

It’s a significant investment, no doubt. Connectivity is the future, particularly for long-haul flights where passengers spend extended time in the air. We’ve observed a growing demand for in-flight connectivity, especially among younger travelers.

Photo: Boeing 787-10, Prestige Class 2.0. Courtesy of Korean Air

Some airlines, like Delta, have partnered with external companies to help fund these programs, which is something we’re considering.

Historically, we’ve been very traditional in Korean culture, avoiding things like pre-flight commercials to maintain a premium experience. However, we’re reevaluating these approaches to see where we can innovate without compromising the customer experience.

Q: You mentioned the goal of becoming “the most loved airline.” What does that mean in practical terms, especially when adapting to the evolving needs of tomorrow’s passengers?

“Love” is a tricky concept because it’s so subjective, but it’s something we’re working on. The next generation of travelers has different expectations. Take the 20-year-olds today—they interact with brands, services, and experiences very differently than older generations. Their expectations are shaped by low-cost carriers and tech companies, so we need to adapt to that mindset while maintaining our premium service.

Photo: Courtesy of Korean Air

We’re working to personalize the experience, not just in terms of in-flight entertainment or connectivity, but across the entire journey, from the moment the ticket is purchased to the return home.

Data will play a huge role in this, helping us understand who our passengers are and what they want. Our goal is to create a seamless, personalized experience that caters to the diverse needs of our passengers, whether they’re seasoned business travelers or younger people experiencing premium service for the first time.

Looking to the future, what would be your ideal scenario as CMO in two years’ time?

Personally, I’d love to retire, which would mean I’ve done my job well enough to have a strong successor in place.

Photo: Chief Marketing Officer, Kenneth Chang. Courtesy of Korean Air

But from the company’s perspective, I’d like to see the strategies and execution plans we’ve put in place fully realized. We have a strong leadership team, and I think we’re on the right path, but there’s always more to refine.

In two years, I’d like to see us further along in our efforts to create a truly cohesive and personalized passenger experience. We’re already leveraging our internal teams to help shape these changes.

For instance, our team has been instrumental in working with our cabin crew to ensure that the service is both professional and warm, moving away from the more robotic interactions that were common in the past.

This shift is something we’re very proud of, and I believe it will play a key role in differentiating us from our competitors.

You mentioned a focus on customer feedback. How are you using that to improve the overall experience?

We’re heavily invested in using Net Promoter Score (NPS) to measure customer satisfaction. It’s not just about achieving high scores but understanding what drives those scores and how we can improve.

One initiative we’ve implemented is having our employees go through the same booking process as our customers. This way, they can experience any pain points firsthand and provide feedback on how we can improve usability.

Photo: Courtesy of Korean Air

Additionally, when our employees travel for business, they’re required to fill out the same NPS survey as passengers. This helps ensure that they’re fully immersed in the passenger experience and can identify areas where we can make improvements.

We’ve also revamped our cabin crew training programs to make the service feel more personal. We’ve removed unnecessary policies that were hindering the crew’s ability to provide genuine, personalized service. As a result, the interactions between crew and passengers feel more natural and less scripted, which has been well received.

How are you addressing the needs of the future business traveler, especially as the dynamics of travel continue to change?

The business traveler of the future is going to be very different from what we’re used to. We’re seeing shifts in everything from how people dress to how they interact with our services. For example, pre-COVID, business travelers typically wore suits and carried certain expectations about what first class service should be. But now, those expectations are changing, and we need to adapt accordingly.

Photo: B747-8i. Photo: Courtesy of Korean Air

In the U.S., there’s a big focus on pampering celebrities, but that’s not necessarily the direction we’re going in. Instead, we’re focusing on building a relationship with each passenger that feels personal. That means knowing who they are, what they want, and how we can make their journey as comfortable and enjoyable as possible. We’re exploring ways to extend that personalization beyond the flight itself, possibly into other areas of service.

Ultimately, the goal is to create an experience that resonates with passengers on a deeper level so that when they think about us, it’s not just about flying from point A to point B but about being cared for in a way that feels special.