back. This seemed to be a low-cost way of minimal catering on inclusive tours but was labour-intensive especially when taking into account that these meals needed to be prepared freshly several hours before departure. Caterers were charging for fresh preparation and seasonal produce. However, the salad leaves tended to wilt and the sandwiches acquired quickly staled due to the dry atmosphere inside an aircraft cabin. As a result, many passengers disliked the food. Thus Air Europe resolved to serve proper, restaurant-style meals including at least three courses – a starter, a hot main course and a dessert — on all flights, time permitting. This saw bulk-purchase of deep-frozen ingredients only to take advantage of lower rates. Eschewing inbound local catering, the frozen food could stay in the aircraft's holds, which would generally not be filled to capacity. Other than operating only brand-new aircraft from the very beginning, this was a second unique selling point. Improving profitability in a very competitive marketplace characterised by low profit margins and excess capacity were not the only reasons for exclusively using brand-new equipment – generous capital allowances for new equipment reduced tax liability, thereby increasing the enterprise value. Legal affiliation to a tour operator (Intasun) gave indirect access to customers' deposits for use as working capital. This was of particular importance to reduce market barriers – the first plane had not yet arrived but it could meet up-front expenses. Also many suppliers would have to be paid in February – the dead season – before the summer flying programme commenced in April. To attract higher-margin business from upmarket tour operators Air Europe was chosen from a short-list, which aimed to distance Air Europe from Intasun. Long-term strategic planning instead of opportunistic growth Cossey and O'Regan consciously rejected a second-hand fleet, variable food and ephemeral expansion: from the late 1940s until the early 1960s a short-termist approach was typical for new independent airlines, being critical of the undercutting, opportunistic risks taken by Dan-Air, an airline that became highly diversified – many of its sectors never turned a profit. This weakness overwhelmed its management with activities that were seeing a negative return on investment. Dan-Air justified a diversification strategy by its low marginal cost as aircraft and crews were already available. For many years for Dan-Air each aircraft type represented a "cost centre line" that was financially accountable for itself. A typical example of Dan-Air's opportunistic