Celebrating Shared Stories: Lufthansa City Center

A conversation with Markus Orth, CEO of Lufthansa City Center Reisebüropartner GmbH

Some stories begin with a signature on a contract. This one begins with a little boy standing outside a building in Cologne, staring at a row of world clocks and feeling, for the first time, just how vast and reachable the world could be. That curiosity never left him. Decades later, it would bring him back to the very same building, and eventually to the helm of the world's leading travel franchise network.

Lufthansa City Center did not start life as a partner of the Lufthansa Group. It began as a part of it. And the story of how it grew from a handful of German city offices into the world’s leading travel franchise network is, at its heart, a story about trust, transformation, and the courage to let something go so it can truly flourish.

Founded: 1991

Headquarters: Frankfurt, Germany

Products: Package holidays, corporate travel, global franchise network for independent travel agencies

Managing Director: Markus Orth (LCC Reisebüropartner GmbH) and Chairman Supervisory Board (LCC Reisebüro AG)

Employees: 8,890

Our partnership: LCC originally evolved from the former Lufthansa city offices and was part of the Lufthansa Group during its early development phase. Since 2000, the German network has been independent and organized on a partner-based model. Now operating with 600 partners in more than 110 countries. Internationally, as part of the LCCI, in which Lufthansa still holds a 50% stake. The remaining 50% is held by LCC Reisebüropartner GmbH.

Website: ​lufthansa-city-center.comThe link will be opened in a new browser tab

A leap of faith

The year was 1991. Lufthansa took a decision that Markus Orth describes as bold: It gradually transformed its German city offices into state-of-the-art travel agencies. This marked the birth of Lufthansa City Center. Initially still part of Lufthansa, just 10 years later it had become a financially self-sufficient and independent company. A success story had begun. "At the time, it felt like a leap into the unknown," Orth recalls. "Looking back, it is remarkable to see what has grown out of that decision."

The result was extraordinary: a model that today spans more than 100 countries, built on two distinct pillars: business travel and leisure travel. "What began as a tender shoot has developed into the world’s leading franchise network in the travel sector," says Orth. The structural transformation was significant. But for him, what made the moment truly defining was something less tangible. "It was the trust behind it. Trust in entrepreneurship, local expertise, and a shared vision. That trust continues to shape our partnership to this day."

“The crane gave us wings.”
Markus Orth

Leaving the nest

For Lufthansa City Center, the Lufthansa name is both an anchor and a springboard. "Lufthansa was always more than just a partner," Orth says. "The brand opened doors while at the same time setting standards. This combination enabled us to grow independently while still remaining connected to something much greater. That balance continues to shape who we are to this day."

Those values are not merely words on a wall. Orth describes how they show up in the texture of everyday collaboration, in how disruptions are managed, how complex corporate travel solutions are coordinated, and in a shared sense of what "good" looks like. "We both understand that travel is more than just a transaction," he says. "It is about trust. Our customers rely on us to make the world accessible – and that responsibility shapes every decision we make together."

Over 35 years, this relationship has also become a deeply personal one. "Lufthansa is not just a brand or a business partner," Orth reflects. "It is a community of people I have grown alongside. That creates a different kind of connection – not contractual, but emotional. And I believe that is exactly what makes partnerships truly resilient."

Looking ahead, Orth sees the next evolutionary chapter taking shape at the intersection of technology and human expertise. Airline distribution, NDC, artificial intelligence, OneOrder – for him these are not abstract concepts, but forces already reshaping the way travel is sold and experienced.

"The real opportunity lies in making processes simpler, faster, and more intuitive for customers," he says. "The challenge – and the opportunity – is to combine technological innovation with stability and trust. This is where strong partnerships like ours will make the decisive difference." The destination he is steering towards is not a place on any map. "It’s a smarter, better connected, and more sustainable travel ecosystem."


Just two more things:

Mr. Orth, leading the German LCC means you carry the Lufthansa name with the spirit of an independent entrepreneur. How do you personally balance the responsibility of protecting our shared brand with the freedom you need to drive your global network forward?

“Carrying the Lufthansa name brings with it both responsibility and opportunity. The values Lufthansa has shaped over the past 100 years – quality, reliability and trust – continue to form the foundation of everything we do. At the same time, it’s our responsibility as entrepreneurs to act in the best interests of our customers: to provide the best advice and the best possible offering across all travel segments. This balance works because it is not a contradiction. The strength of the Lufthansa brand gives us direction, while our entrepreneurial freedom enables agility and relevance. It’s precisely this combination that makes the model so successful.”


The creation of the Lufthansa City Center franchise model was a visionary step for its time. Looking ahead, what do you see as the next big evolutionary step for our partnership to meet the challenges of the modern travel market?

“The future of our franchise system is hybrid. We need to bring together the best of both worlds: the personal, human touch of expert travel advice and the efficiency of digital tools, AI, and automation. It’s not about choosing one over the other, but about integrating both in an intelligent way. Customers expect seamless experiences, but they also value trust and expertise – especially in complex travel situations, whether in leisure or business travel. Our task is to keep evolving our business model. If we strike the right balance between touch and tech, we will not merely adapt to the future of travel – we will actively shape it.”

We would like to thank Markus Orth for this open and inspiring exchange.