Lufthansa Consulting worldwide
We assist aviation clients throughout the world to create the right solutions for their business situation.
Our experienced professionals work closely with your specialists to address the immediate challenges facing your business. Your company can rely on our targeted approach to improve your business performance and increase profitability. We help you strengthen your competitive position with strategies for sustainable growth.
Team up with us and benefit from our international aviation experience to optimize your business potential.
Please feel free to contact any of our regional heads if you are located in any of our regions with dedicated staff. Outside of those areas please contact me to discuss your needs. I look forward to hearing from you.
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.
Staged annually in Hamburg, Aircraft Interiors Expo - the leading global event for the aircraft interiors industry - is a vibrant must attend business-to-business event presenting a diverse range of leading suppliers to Europe and International aircraft interiors professionals and airlines. It provides a unique opportunity for the whole global aircraft interiors trade to meet, network, negotiate and conduct business. Aircraft Interiors Expo is part of the Passenger Experience Week.
Meet our aviation experts Henrik Maedler, Luisa Grasshoff and Andreas Scheibach at this event.
Read more about Lufthansa Consulting's commercial services
Digital transformation is of rising importance for the aviation industry. To keep up with increasing passenger demands, airlines and airports urgently need to expand their customer offerings with regard to digital services. Consequently, it is one of the main topics at this year’s Passenger Terminal Expo & Conference in Amsterdam from 14 -16 March, dealing with the most recent issues and innovations of the aviation business. Senior Consultant Georg Baust will represent Lufthansa Consulting at this event and will give a speech entitled “Don’t adapt, innovate – increase customer experience with digital transformation”.
In order to stay competitive it is key for airlines and airports to adjust to technological developments. As the customer journey and experience should always be the main focus of a successful business, an orientation towards customer needs and habits is essential. Nowadays, those needs are mostly influenced by the use of digital media. The task for airlines and airports is to create possibilities and solutions to embrace the potential of digitalization.
For instance, Lufthansa Consulting supported and accompanied the implementation of wireless internet connection to passenger-owned devices and inflight internet connectivity on long-haul as well as short-/medium haul flights for a major European airline client. The advantages of digital connectivity have significantly improved customer experience and enhance a sustainable revenue perspective. The successful interaction with customers provides customer loyalty with higher lifetime value. After all, only customer loyalty can assure long term profitability.
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 firstname.lastname@example.org.
A sustainable, tailor-made business unit strategy was defined with a solution targeted strategic road map. The experts identified additional revenue potential of 80 Mio USD per year.