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Lufthansa Group Balance 2014 EN

an increase in customer satisfaction, which has a substantial effect on the ­Lufthansa Group’s image. ­Lufthansa receives on aver- age 200,000 valuable feedback messages from customers per year through every sort of channel. Ú Best in class ­dialogue for and with our passengers In 2013 the ­Lufthansa Group launched the Passenger Dialogue Services program. It is based on four cornerstones: Accessibility: ­Lufthansa is committed to enabling pas- sengers to reach us from wherever it is convenient for them to do so, regardless of which channels they use to contact us. For this reason ­Lufthansa installed a Feedback button right on the homepage at, for example, while also providing an e-mail address and a telephone number for those who prefer to call us directly. In addition to these feedback options, passengers can contact us even while in flight through ­Lufthansa’s Flynet product. Our experts have not forgotten the social media chan- nels either. ­Lufthansa’s Facebook presence gives the customer direct access to our feedback form, and we are represented in dialogue in other relevant forums as well. Key measures in our efforts to achieve a continual rise in the level of customer ­satisfaction Ú More personal attention in the services we provide. Upgrading the quality of our service and hospitality. Greater differentiation of check-in areas according to booking class at the major hubs in Frankfurt and Munich. Optimization of the services provided to assist arriving passengers and passen- gers in transit in Frankfurt and Munich. Improving the amenity kits (toiletry bags with convenience items) in First and Business Class. Upgrading the inflight entertainment pro- gram in all classes. Providing more sophisticated meal and beverage options in the business lounges. Offering a fast lane for status custom- ers and First Class and Business Class passengers at all intercontinental destinations. A new option on long-haul ­Lufthansa flights: A new product, a Premium ­Economy service class, will become available in December 2014, initially on all flights aboard the new Boeing 747-8. This new product will close the gap between our high-end ­Business Class segment and the traditional Economy Class. All long-haul ­Lufthansa aircraft will be furnished with the new class by the summer of 2015. Lufthansa is ­ committed to being a 5-STAR airline. Speed: Particularly in these days of Web 2.0, speed is crucial to our success in cus- tomer relationship management. Short response times are highly important, particularly when there are short-term increases in the volume of customer feed- back owing to strikes, airspace closures, or the effects of winter weather. Problem-solving: Our paramount goal is to understand each passenger’s feedback and to deal with it in as personal a way as possible without adversely affecting the factor of speed. Learning from feedback: With the Passenger Feedback Cycle, feedback is clustered and analyzed as a potential source of improvements to our products and services. This program has given our feedback man- agement system a new fundamental focus with the goal of being best in class. ß Sustainability Report Balance // Issue 2014 // Lufthansa Group // 73

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