For Amsterdam Airport Schiphol (AAS) to become preferred airport in Europe, Schiphol Group constantly invests in innovation. Dynamic Branding, the topic of this graduation project, is one such innovation. It entails the exploration of means for airlines to identify themselves in a common-use check-in area in 2015. Common-use check-in implies that passengers can check-in with every airline at any of the (self-service) facilities within the confined area. The reason why common-use is appealing is that it can solve the current capacity shortage due to more efficient use of the space and facilities. This graduation project consists of multiple phases, all through which the focus lies on the check-in (process/facilities). Each phase will be shortly described in the following paragraphs. During the analysis phase of this project, the roles of the many stakeholders at AAS are analyzed. The passenger plays a leading role, and their experience is influenced by factors such as waiting time, reliability of the process, ambiance, etc. The quality of the passenger’s experience is thus reliant on the service offered by the airlines, the airport and the handlers. The airlines provide the principal service of airline travel, which includes the (pre)departure processes. The airlines contract one of the various handler companies at AAS to carry out these processes, such as check-in, boarding and baggage handling. AAS facilitates the departure process through their infrastructure, facilities and extensive information system. During the Idea Generation phase, a design goal is set up. Additionally, to get inspired and to strategically launch the idea of common-use check-in, a creative session is organized with people from Schiphol Group. While generating the first ideas, it became clear that branding is inherently linked to the process. In addition, most branding and communication means in the departure halls have been added over time; some temporary solutions have even turned into permanent ones. So, in order to come up with a strong Dynamic Branding concept, a process for 2015 has to be developed. Based on a largely self-service process, several concept elements are put forward, such as overview, reassurance and flexible demarcation of the common-use area. The first step towards common-use is to cluster on the level of the alliances. The concept focuses on (restructuring) the different levels of information that direct the passenger through the check-in process. Starting in the areas leading up to the departure hall, wayfinding is enhanced by depicting the airline and alliance branding. In the departure hall itself, shields are placed at each self-service drop-off point (SSDOP). They communicate the common-use clusters (the alliances) and the member airlines departing within 5 hours. Additionally, the class of service (i.e. economy or first class) of the facility is communicated. According to the demand, each facility can be separately allocated to an alliance cluster, accounting for the dynamic character of the concept. Also, it is possible to use the shields of unallocated SSDOP’s for additional branding, such as See Buy Fly advertising. Concurrently, the shields also create a personal space at the SSDOP’s. This personal space makes it possible to target the applicable airline branding and process information at the passenger, through the designed interface of the SSDOP display. Additionally, the passenger can acquire reassurance by consulting the ID posts, found at multiple locations throughout the terminal. The ID posts are information points, including wayfinding, airline and commercial information, to help reassure passengers at certain decisions points throughout the departure process. The information content of the posts is dependent on their location. For instance, at the ‘entrance’ of the bay areas, the posts provide the passengers with a quick, ‘at a glance’ overview of their progress towards their final goal of getting on the right plane. The Dynamic Branding concept helps create ground for the common-use model among the airlines (alliances), to defer a large investment otherwise needed to increase the capacity (Departures 0). Most properties can be revised as to fit a specific check-in area and the branding accordingly.