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A delicate mission:
Eurowings (here a machine at Hamburg Airport) has to find a business model faster than Lufthansa with its long-haul business
Photo: Aufwind-Luftbilder / VISUM
Even small conversions in the office can make a big difference.
Jens Bischof (54) has hardly changed anything in his predecessor's study - the same white desk, the familiar meeting corner.
Only one novelty catches the eye, but it is correct: a huge screen directly in front of the desk.
This is where the latest data comes in: numbers and colorful graphics on bookings, punctuality, occupancy and everything else that belongs to an airline.
"I need to keep an eye on the numbers," says Bischof, almost apologetically.
It is high time someone takes a closer look.
Because Eurowings - Lufthansa’s second brand since 2015 - has made a lot of enemies in its short career.
Investors were annoyed by the high losses.
Many passengers felt that they had been relegated to annoying transport cases.
Frequent flyers in particular still struggle with the fact that Lufthansa has handed over its routes beyond the Frankfurt and Munich hubs to Eurowings.
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Neuchef Bischof, who has been with us since March, has taken on a double mission: to finally satisfy capital and customers.
His task is becoming downright dramatic due to the corona pandemic - Eurowings has also been hit brutally - and especially due to the plight of the parent company.
Lufthansa, heavily burdened with far too many staff and planes, can no longer afford Eurowings as a perpetual rumbling plane.
The brand is in the middle of a struggle for survival.
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