Regional Market Page Europe
Europe is an increasingly challenging market for the aviation industry. A growing number of constraints such as additional taxes, a rising number of night curfews, changing customer behavior or growing competition mean that aviation businesses have to continuously update their strategy and efficiency to ensure sustainability. To support you in dealing with upcoming challenges, we keep track of the latest industry developments and continuously develop our service portfolio.
Lufthansa Consulting enjoys a strong market presence in our European home region and we have a long-standing track record of successfully completed project assignments. Although our focus is on the aviation industry - airport, airlines, investors and service providers are our key clients - we also serve adjacent industries such as tourism, logistics and other modes of transportation in elaborating customized solutions.
Please contact me to discuss your business venture.
The 23rd World Route Development Forum takes place at the Fira Gran Via in Barcelona, Catalonia.
With 300 airlines, 700 airports and 3,000 delegates attending, World Routes provides an unrivalled platform for route development professionals to discuss, develop and plan route strategy. It is the event that unites the route development community by bringing together all kind of experts. Furthermore, new air services will be established there, resulting in other positive catalytic impacts, such as increases in tourism, trade and investment.
Meet Dr. Andreas Kraus, Associate Partner responsible for the European region, Panagiotis Poligenis, Associate Partner responsible for the Asia-Pacific region and Qian Chen, Senior Consultant.
The 20th anniversary of the annual Passenger Terminal Expo & Conference will be held at RAI Amsterdam.
It is one of the best opportunities for airports and airlines to debate current issues and form business relationships on a global scale. Participants have the chance to see industry leaders share their innovations, knowledgte and insight through a comprehensive and diverse range of conferences and panel discussions. Each year the event is attended by more than 5000 people from at least 90 countries on over 16,000 square meters, which makes it the world’s largest annual airport exhibition.
Meet Georg Baust, Senior Consultant, who will hold a speech on “Don’t adapt, innovate – increase customer experience with digital transformation”.
The 9th Annual Loyalty Conference & Awards takes places at the Royal Garden Hotel in London and is organized by FlightGlobal in partnership with Global Flight.
Bringing together more than 250 loyalty professionals from more than 40 countries, the event is dedicated to provide sufficient time for networking opportunities and deliver second to none masterclasses. Firstly held in 2005, the conference is dealing with current issues around the topic of loyalty programs.
In 2017, Associate Partner Christine Weigner will visit the event, accompanied by Associate Consultant Simon Leitner.
The security screening experience at airports remains a high-ranking pain point for air passengers as confirmed by recent surveys such as IATA’s Passenger Survey 2016. The limitations in passenger terminal throughput and operational efficiency negatively impact service levels and journey experience mainly due to the overall perceived uncertainty, waiting and queueing times, duration and procedures of the control process itself and the checkpoint environment.
At airports around the globe stakeholders have initiated activities to improve processes, inspired by concepts put forward by the air transport industry’s associations IATA and ACI. The aim is to deliver improvements and satisfy passengers’ preferences. The most significant issues concern the preparation process (removal of belt, jacket, shoes, electronic devices), the simplification and consistency of the screening process and the multiple security checks required throughout journeys involving a connection.
What are the success drivers and key challenges in implementing the various measures and projects, whether minor adjustments of operating procedures or adaptations to the terminal building’s layout or infrastructure?
A concept development and implementation requires collaboration and buy-in of all parties at the respective local airport and state level. Effective passenger terminal operations enhance the passenger experience, therefore leading airlines are widely engaged in facilitating improvements at airports in their networks. In order to specify an action plan and deliver smart solutions it is essential to integrate both airline and airport perspectives from both the operational and commercial points of view.
The experience gained at Lufthansa Group hubs as well as at many of its destination airports can be applied to capacity-constrained capital and regional airports in other areas. Lufthansa Consulting supports your ideas or initiated efforts to optimize your terminal infrastructure and meet your airport’s strategic goals.
Our experts help you to develop or fine-tune your plans to streamline and simplify the security control of passengers and baggage in a technology-enabled, digitalized environment to achieve a successful overall passenger-empowered airport experience.
Contact us to discuss critical factors for successful delivery and related challenges facing airlines and airport operators.
The majority of airlines are currently enjoying healthy profits. On the cost side, this is partly due to low fuel prices and partly to the fact that airlines had to become more efficient when fuel prices were much less favorable. But of course, the situation is still far from perfect, and many internal and external factors can impact an airline’s performance, depending on the varying levels of influence a company may have.
While low fuel prices will hopefully last for the next few years at least, increased efficiency – which in practice means the maximum utilization of resources and minimum margins for error – is already taking its toll, and increasingly affecting on-time-performance, customer satisfaction and, of course, costs.
All this is happening at a time when companies are still adjusting to modern social media communication and constant connectivity. Response time during any sort of crisis or even minor irregularity has been cut to virtually zero. As a result, dissatisfied customers inundate social media with posts that can quickly catch the attention of the world’s media and significantly damage an airline’s reputation.
To overcome these issues, airline departments need to act collectively. While this is more or less standard practice during the planning phase, there are still many gaps when it comes to executing daily operations. It is therefore essential that airline Operations Control Centers develop in tandem with the general shift in the industry, and become real-time coordinators and communicators who take advantage of technologies and data availability, while still ensuring optimal, cost-effective outcomes by balancing the needs of the airline with those of its customers.
On-time performance is an important factor that can have a significant impact on costs, as well as on the customer experience. Airlines need to better understand why flights are delayed and what can be done to systematically improve on-time performance by fixing the root causes of operational issues.
As various analyses show, up to the half of delays at airlines are still hidden behind reactionary delays, which makes the further investigation and systematic management of occurrences almost impossible. At the same time, while airlines like to emphasize the external factors beyond their control, the most commonly identified reasons for delays lie with the airline itself. Ground handling, airport and airspace restrictions and also various weather limitations usually lag far behind.
Managing and communicating irregularities
Professional and pro-active management of irregularities is the key to achieving efficiency and minimizing the impact on customer dissatisfaction. Predicting, planning ahead, applying consistent rules and making use of the appropriate decision support and communication tools are a must, as irregularities will always be a part of an airline’s daily routine.
Communication nowadays does not stop with giving passengers transparent, accurate and regularly updated information through various channels. It also means responding immediately to their needs – whether that means pushing communication to their mobile devices or responding through multiple social media channels. With all the information and tools available, the need to give the customer real control over the journey, not only during the planning stage, but particularly when something goes wrong, is crucial. This further significantly decreases the workload of front-line staff and in general ensures that every customer is served much faster via a variety of options.
Integrated Operations Control Center – the enabler for top operational performance
The key to handling future operational challenges lies with the Integrated Operations Control Center. The vast majority of airlines have already completed the integration phase, although everyone needs to bear in mind that integration does not mean just putting people together in one room. It also means taking a fresh look at the processes in order to achieve better control and efficiency and have a big picture of what is happening at any given time.
Steps beyond the integration phase are a bit more difficult. While airlines are literally sitting on huge data stores, their willingness and indeed their ability to exploit such data is very limited as it means investing in IT infrastructure and often also admitting that the current one no longer serves its purpose. Predictive intelligence and systems that are continuously learning do not just happen of their own accord. They need to be carefully developed and implemented.
Without this, it is impossible to achieve real automation in the preparation and execution of operations, allowing humans to focus on managing real exceptions, while letting computers handle recurring daily business. The same goes for the pro-active optimization of operations, applying predictability, consistent rules and clear, tested and beneficial scenarios.
Finally, what airlines usually tend to overlook is the need to align human resource capabilities (continuous development) and IT equipment (utilizing systems in the correct manner so they provide maximum output and support). This is particularly important in order to avoid the increasing trend whereby systems provide good output, but human factors may incur unnecessary extra costs as decisions in this area are often based on feelings and assumptions, rather than benefiting from system-supported decision-making.
Only by applying this extensive approach can the Integrated Operations Control Centers have daily operations under real control, achieve efficiency and communicate clearly, particularly in the event of irregularities.
Lufthansa Consulting’s project experience and know-how, tailored to an individual airline’s needs, can support you in reaching Operational Excellence by implementing the latest operational trends and technologies, such as:
• Improvement in on-time performance and asset utilization
• Professional irregularity management to ensure long-term improvements
• Effective and innovative communication with customers
• Innovative Integrated Operations Control Center development
For further information about Lufthansa Consulting’s Operational Excellence approach, please contact email@example.com.
Airport marketing efforts on behalf of the German Airport and a tailored route study convince targeted Russian airline to commence services from the German airport to Russia and CIS.
The charter airline required support in entering the scheduled commercial aviation market. The Lufthansa Consulting team analyzed the market, facilitated cooperation with a major scheduled carrier and recommended a commercial and fleet plan.
Fuel policies and procedures were evaluated and benchmarked against best practice to identify potential fuel saving initiatives. The recommended implementation program promises considerable yield savings.