Business model

Business model

Business model

Business model

During 2014, SAS has continued to build on the strengths of the offering to the primary customer group – frequent travelers in Scandinavia who value easier and more time-efficient travel.

In parallel, the implemented structural changes have created a more efficient and flexible operating platform. The increased focus on passengers with high requirements on travel requires SAS to develop continuously, which also creates shareholder value and a robust Scandinavian infrastructure.

SAS focuses primarily on frequent travelers and offers more destinations and more departures than any other Nordic airline, which is the core strength of our business model. Due to increased productivity and more efficient processes, SAS has been able to invest in many new destinations during the year and, thereby, meet demand from its frequent customers.

More routes and departures with competitive pricing throughout the year means that a larger proportion of our customers now choose to fly with SAS for leisure travel. During 2014, SAS has also secured the renewal of the aircraft fleet and continued to develop services that make travel easier.

Efforts have also been initiated to further lower costs and increase efficiency by introducing Lean to all production processes. These improvements mean that SAS has strengthened its competitiveness vis-à-vis traditional network airlines and LCCs. The goal is for SAS to always be the natural choice for frequent travelers.

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