Swiss airline has recently faced criticism regarding declining service quality despite its commitment to Swiss values. In response, management asserts that concerns stem from isolated incidents and highlights strong financial performance. However, the airline’s alignment with Lufthansa has raised questions about maintaining its premium service identity. Challenges from global events and technical issues further complicate operations. Looking ahead, Swiss plans to enhance the customer experience with new initiatives focused on a distinctly Swiss aesthetic.
When you board a Swiss airline flight, you’re greeted with a warm “Grüezi” and treated to a delightful chocolate before you touch down. The airline prides itself on embodying Swiss qualities: cleanliness, order, and politeness. Their latest marketing slogan, “Swiss all the way,” is a testament to this commitment.
However, Swiss has faced mounting criticism over the past few months. Frequent travelers have expressed concerns about a decline in service quality. Jean-Christophe Babin, CEO of the luxury brand Bulgari, took to LinkedIn in late September to lament about mediocre service, aging aircraft, and subpar meals—though the post has since been removed. Former FDP senator Ruedi Noser also voiced his discontent, suggesting to a Sunday publication that the service at Swiss has worsened.
This criticism highlights a critical point: delivering Swissness involves more than just offering chocolates.
“We Are Not Doing So Badly”
In response to these claims, Swiss addressed the concerns during a media briefing on Tuesday. Heike Birlenbach, who joined the management board of Swiss at the beginning of this year and served as deputy CEO during the summer months, emphasized that the criticisms are based on isolated experiences. With over two decades of experience at Lufthansa, Birlenbach stated that Swiss analyzes thousands of customer feedback entries each month to pinpoint potential issues. “In many areas, we are not doing so badly,” she asserted, adding that Swiss is an emotionally resonant brand that takes its commitments seriously.
Business performance has been robust, with Swiss reporting a record profit of 718 million francs last year. This success is also beneficial for the German Lufthansa Group, which has owned Swiss since 2005. Many operational processes are managed from Frankfurt to enhance efficiency, and the aircraft and cabin layouts are partially standardized.
Aviation expert Andreas Wittmer from the University of St. Gallen notes that Swiss provides Lufthansa with a lucrative market that yields higher profit margins, calling the relationship “a stroke of luck” for Lufthansa.
Shifting Standards of Quality
However, Swiss feels the pressure from Lufthansa. After the acquisition by Lufthansa in 2005, Swiss maintained a level of independence, but a restructuring in 2016 brought them closer under the Lufthansa umbrella. Now, Swiss management must report not only to their local superiors but also to the CEO of Lufthansa in Germany.
Wittmer observes that Swiss is increasingly mirroring Lufthansa’s average quality instead of fulfilling its premium promise. The real risk for Swiss is the potential disconnect between service levels and customer expectations, leading to mediocrity.
Birlenbach acknowledges the differing interpretations of premium service between the two airlines, noting that while Switzerland is the focal market for Swiss, Lufthansa has a more global orientation.
Upholding the Swissness Promise
Does the centralization within the Lufthansa Group hinder Swiss’s ability to maintain its unique Swissness?
Wittmer believes it does, suggesting that this reliance introduces tensions. However, Birlenbach counters that Swiss is dedicated to preserving its Swissness, regardless of its partnership with Lufthansa. “We believe that Swissness is in no way negatively affected,” she asserts, highlighting the importance of this distinction to the airline’s commitment to quality.
Additionally, Wittmer points out that Lufthansa is also crucial for Swiss, providing access to a global network and cost efficiencies. Collaborating allows for larger discounts on aircraft purchases and the pooling of expertise, particularly in developing IT systems.
Challenges from Global Events and Technical Issues
Simultaneously, broader challenges across Europe are affecting airline quality. Aviation expert Cord Schellenberg notes that since the Russian invasion, European airspace has become congested, supply chains have been disrupted, skilled labor shortages have emerged, and obtaining spare parts has become a lengthy process.
Since the start of the year, Swiss has been grappling with technical issues, especially with aircraft powered by Pratt & Whitney engines that are currently grounded.
To tackle this, Swiss is partnering with subcontractors like Air Baltic for wet-lease flights, allowing them to rent aircraft along with crews. This strategy enables Swiss to maintain passenger flow to Zurich, according to Birlenbach, ensuring the continuity of their intercontinental services, although they aim to reduce reliance on wet-lease arrangements in the long run.
Enhancing the Experience with a Swiss Flair
Looking ahead, Swiss is preparing to roll out a series of initiatives aimed at enhancing the customer experience. Birlenbach announced that a new campaign focusing on “Swiss Senses” will launch next week, aiming to elevate the culinary, auditory, and aromatic experiences for travelers across all classes in the intercontinental sector.
Implementation of these changes will kick off next year in economy class, coinciding with the arrival of new cabin fittings and seats in the summer.
While the new seats will mirror those found on Lufthansa in terms of technology, Birlenbach assures that the exterior design, colors, and patterns will distinctly reflect a Swiss aesthetic—striking a balance between a familiar product and a uniquely Swiss touch.