 The ' Best ' and ' Back ' service was highly criticized by analysts and customers . Braathens SAFE had a strong image , and unlike SAS , that was branded as ' The Businessman 's Airline ' , Braathens SAFE was seen as the people 's airline . It also drew goodwill from being Norwegian @-@ owned , and that it displayed the Flag of Norway on the tailplane . Prior to the rebranding , no airline in Norway had ever operated a two @-@ class service on domestic flights — including SAS . Professor of Sociology Per Morten Schiefloe commented that the introduction of segregation of passengers offended passengers . Customers who previously had been paying full price , became more aware of the savings on using ' Back ' tickets . At the same time , people who wanted to travel with discounted tickets felt that they got better service and were not treated as second @-@ rate customers with SAS . This caused Braathens to lose customers at both ends . The rebranding itself not only cost money to initiate , but also increased operating expenses , because cabin crew needed to move the curtain depending on the number of passengers on each class . Planes were sometimes delayed for hours , particularly in the beginning of the service , due to the increased work load on the handling and cabin crew . 
