had more seats to fill, the airline compensated for these disadvantages with its single type fleet. This resulted in cost savings compared with mixed type fleet rivals. In addition, in the pre-1973 oil crisis era of low fuel prices, the relatively low acquisition costs of these well-maintained, older generation second-hand jets partially compensated for the superior economics of comparable, contemporary new-built, state-of-the-art jet aircraft such as the Boeing 727. Moreover, the 990's ability to carry a similar number of passengers as the 727 over greater distances made it more versatile and resulted in greater operational flexibility. Berliner Flugring's ability to avail itself of an aircraft capable of non-stop long-haul missions and offer its package tour customers greater legroom on board Modern Air's aircraft than competitors that contracted their flying programmes from West Berlin to various British charter airlines were important differentiators for the American supplemental's main business partner. Emphasising in its marketing the superior comfort and speed of Modern's 990s, as well as the fact that it was West Berlin's only tour operator exclusively using four-engined aircraft to fly its customers on holiday, enabled Berliner Flugring to gain an important competitive advantage over its rivals. In addition to the city's established tour operators such as Berliner Flugring, which provided Modern Air with the bulk of its business out of West Berlin, Modern Air also attracted business from smaller local startups and other operators catering to a more cost-conscious clientele by offering lower rates for midweek and night flying. In addition to smaller local tour companies, the local organisers of VFR flights back home for West Berlin's large Turkish migrant population contracted their business to Modern Air to take advantage of lower rates at less popular times. This in turn enabled the airline to generate more business outside the Friday to Sunday peak, with the aim of smoothing peaks and troughs in activity. The total number of passengers carried company-wide in 1969 rose to just under 330,000 while revenues totalled over $14 million and losses stood at more than $980,000 (operating) and over $1.8 million (net), respectively. Following the write-off of the ex-Alaska CV-990, as a result of the aircraft's involvement in a landing accident in Acapulco in early-August 1970, another example was acquired from American Airlines as a replacement later that year. The total number of passengers carried that year increased marginally to just under 340,000 while there was a