The carrier spent Euro30m on these new facilities, including Euro15m on the terminal which is equipped with IT-packed offices, luxury bathrooms and lounges for relaxation.
But when corporates are still watching their travel spend with a beady eye, just how much of a risk is there in Lufthansa's strategy.
Other airlines, like major rival BA, are trimming back on first class, even the Middle East carriers which seem to be the only ones heavily investing these days, do not appear to be going as far as to provide terminal specially for their first class travellers.
So why is Lufthansa bucking the trend and just what is the risk involved?
Part of the reason, as Christian Kaspar, head of procurement for BTI in Switzerland who deals with Lufthansa on a frequent basis, is that it has, like BA, a huge home market. This includes some seriously rich blue-chip clients â€“ certainly enough for the airline to run business class only planes from Munich and Dusseldorf to the US.
“You definitely need this home market as a basis if you think it is worthwhile investing in the first class product,” he said.
“First class is till of interest to senior management but it is also extremely price sensitive. There are quite a few rich companies especially in southern Germany in Munich, Stuttgart and Dusseldorf and that is why Lufthansa thinks it is worthwhile.
“With their business class only services out of Munich and Dusseldorf, they are simply looking after the different needs and they do that quite well.”
Thierry Antinori, Lufthansa's executive vice president marketing and sales, said the investment was made to meet the “requirements of an increasingly demanding clientele.” But he added that
competition was increasingly taking place on the ground - a point also made by Air France executive vice president marketing and network management Bruno Matheu at the recent ACTE Global Forum in Stockholm.
“We distinguish ourselves from the competition by quality, innovation and product differentiation. They want quickness and comfort, especially in ground processes,” Mr Antinori said.
There is also an element of rewarding the airline's extra loyal and extra-high spending customers, what Mr Antinori calls “this small group of Senators (one of the airline's reward clubs) who stand out clearly for their intensive flying behaviour.”
But there an element of chance involved here. “There is a risk especially since the trend to pay a lot for long haul flights in going downwards. BA is focusing on its economy and business classes product but Lufthansa is going in a different direction. Swiss has a first class product but it is of a different dimension to Lufthansa's,” he said.
“There is also the competition from the low cost carriers, the business jets and the charter planes all of which are coming up.”
Mr Antinori pointed out that customers now looked for different services for different reasons. “Both Corporates and individuals are now seeking a range of cost-effective and value-added solutions. That is why Lufthansa offers the full spectrum of differentiated products tailored to specific requirements.
“Nowadays a customer flying intercontinental first class to ensure that he arrives fully rested for a critical board meeting will happily fly a no frills airline like Germanwings for a weekend break in Europe.
“Both products are equally valid for the same customer's needs despite their different attributes. “All strategies have risks, but the real risk comes when there is no strategy. Our clear determination to invest and innovate is the best guarantee that our First Class service will continue to succeed,” he said