Regional Market Lufthansa Group

About in-house consulting for the Lufthansa Group

To offer the "best practice" of the Lufthansa Group to other airlines throughout the world was the aim of the board when they founded Lufthansa Consulting in 1985. Since then we have advised a wide range of airline and airport clients and supported them with our aviation expertise. During the past few years, we have also supported the Lufthansa Group more intensively with our international experience and proven aviation know-how as the in-house consultancy for Lufthansa and its subsidiaries. Our consulting services include the optimization of operational processes, the identification of potential savings as well as the introduction of measures to increase efficiency. Our successful projects include the reorganization of Germanwings, the development of fuel efficiency strategies and the optimization of internal structures and processes. 

Latest activities

  • 10 - 12 Oct 2021 , Milan, Italy

    26th World Route Development Forum

    The largest and most-established route development event in the world.

    For over 25 years, Routes has provided an unrivalled platform for an audience of highly influential route development professionals to discuss and negotiate new and existing air services on a global scale. 

    The event provides unique cost and time-saving benefits, attracting the most senior decision-makers from the world's leading airlines, airports, tourism authorities and other aviation stakeholders.

    A combination of extensive meeting opportunities, exclusive industry insight and a first-class hospitality programme has made World Routes a must-attend ever for over 25 years. An opportunity to meet new and existing industry peers, gain valuable insights into what’s happening in the market amidst a global audience at World Routes.

    Meet the Lufthansa Consulting delegates at our exhibition booth

    World Route Development Forum website

  • 18 Aug 2021 , Online webinar

    New airline business models webinar with Airliners.de

    New technical possibilities, changing requirements, social change. Business models in aviation have always adapted to the general conditions - sometimes more slowly and sometimes suddenly and quickly. The airliners.de series "Airline Business Models" in cooperation with the German Aviation Research Society (GARS) analyzes the current changes against the background of climate change and Corona.

    Discuss with the experts

    On August 17, 2021, we will host a live webinar with the authors of the series at 2pm (CET). Watching is free of charge. The video will start automatically on this page as well as on Youtube. As an airliners+ member, you can also actively participate and ask questions to the panel of experts.

    Johann Peter Gies, expert in our Network and Fleet Management Solution Group, is a panellist in the webinar. His article on airline business models will be published on 27th July on airliners.de

    The webinar will be held in German.

    For information about airline business models in English please contact us 

  • Impact of Covid-19 on material management practices

    When Covid-19 hit a prospering industry, the effects were substantial. Significant capacity adjustments led to a wave of unprecedented challenges for aircraft operators. The impact affected all relevant divisions of operators and premature lease returns leaving parked aircraft on the agenda. 

    During Covid-19 the pressure on material management reduced as a result of fewer material requests and the possibility of borrowing spares from parked aircraft. Nevertheless, the time to get prepared for the post-Covid-19 period has arrived. 

    Advanced software solutions, big data and digitalization may give advanced opportunities to predict material requirements. However, these systems usually do not correctly handle a demand situation such as during a pandemic and the related material consumption. Using historical data, such systems may miscalculate the real demand. Therefore, it is crucial that material planning experts understand how to handle the systematic calculation to avoid shortcomings in the post-pandemic period. Relying on system forecasts only may become a dangerous undertaking in the near future.

    Our observation is that the typical material planning function does not exist in many companies. The title ‘Material Planner’ may be registered in the staff list but the function is usually limited to ‘performing what the system says’, or ‘responding to actual maintenance requests’. The blind trust in computer systems, combined with material planning which never had to perform detailed calculations of spares, may become a problem in material provisioning. 

    The fundamental question will be: Is material planning aware of the revised tasks and are the planning staff able to fulfill the additional requirements?

    Read the full article for an overview of the most common problems in material management for airline operators and MROs with recommendations on how to act in preparation for post-Covid19.
     

  • Podcast: Airline consolidation and operational integration – Key considerations and challenges

    In this episode, we discuss airline consolidation: something which aviation experts expect to intensify once the COVID-19 standstill is over. What forms of airline operational integrations are common? What are the most important considerations, but also challenges when integrating airlines operationally?

    Our experts have worked on operational integration projects in the past and share their experiences and learnings with the listeners. 

    Listen to the podcast on Spotify, Apple Podcast and Amazon Music

    You can also listen to the podcast here

    Moderator:
    Dominique Bayer – Consultant and expert in crew management

    Guest:
    Martin Sedláček– Associate Partner and Head of Solution Group Flight Operations & Safety Management
     

  • Monetizing customer experience: how to create value for your customers and your business

    Truly listening to your customers will benefit your business – a statement many managers have become accustomed to hearing. In order to deliver on that promise, customer experience measures need to be orchestrated along the customer journey and in accordance with actual customer needs: Here’s a quick guide on how to exploit the potential and reap the benefits of customer experience.  

    A focused view on the customer
    In an increasingly faster spinning world, where technologies disrupt businesses and incumbents need to think about strategies how to prevail against new market entrants, neglecting customer experience might be a ‘dangerous’ undertaking. Now that the aviation market is seriously struck by the Covid-19 crisis, it is all the more important to choose the right portfolio of customer experience measures. It is of paramount importance to reestablish customer satisfaction and, thus, reap benefits from short-term measures quickly as well as make the right decisions for longer-term investments today in order to, ultimately, find a fast track out of the crisis and stay relevant in the future.

    Customer experience is not an end in itself but rather an overarching concept that needs to be orchestrated carefully with regards to investment, timing, and in accordance with customer needs in order to produce the much sought-after return on investment.

    Read the full article here

    Related articles

    White Paper: Bringing Customers Back

    How digital solutions, services and technologies help organizations become more flexible and improve the travel experience for passengers

    The new ‘sanitized’ air travel customer journey: possibilities for a post COVID-19 world
     

    Further insights from Lufthansa Consulting’s aviation experts are available here.
     

Projects

Preparation of intercontinental passenger services and station management

German Airline

Preparation of ten intercontinental stations considering all operational specifications including diverse interfaces such as purchasing, IT, Ground Operations, Product Management, Catering and Security. Coordination of challenges facing the new intercontinental operation such as the organization of different operators, charter and scheduled flights as well as cruise/land operations.

Customer self-service and service center process optimization

European Airline

Higher customer satisfaction and call cost reduction through increase of customer self- service functionalities combined with process optimization at all service centers. Implemented in areas passenger information, voluntary and involuntary rebooking, refund, baggage processes and customer touch points. Production of videos for self-service communicatio n and conducted a comprehensiv e communicatio ns campaign.

Implementation support of the EU-GDPR legal framework requirements

European Airline Group

Created international and company-wide aligned standards for a data protection framework and implemented a politically sensitive international corporate compliance and transformation project. Under the lead of an airline group project manager our specific analytical and methodical expertise and our industry knowledge contributed significantly to the on-time fulfillment of the new legal requirements.


Clients