Route rationalising was one of the major contributors to the airline's return to profitability. MAS pared its domestic routes from 114 to 23, and also cancelled virtually all unprofitable international routes. It also rescheduled all of its flight timings and changed its operations model from point-to-point services to hub and spoke services. Additionally, the airline started Project Omega and Project Alpha to improve the company's network and revenue management. Emphasis has been placed on six areas: pricing, revenue management, network scheduling, opening storefronts, low season strategy and distribution management. MAS then pushed for new aircraft purchases, using its cash surplus of RM5.3 billion to eventually purchase new narrow-body aircraft and wide-body aircraft.