In 2003 SAS underwent a major restructuring program, which largely focused on reducing unit costs. As part of the program, the company's management, in cooperation with McKinsey & Company devised a scheme to better target the leisure market. The models of Ryanair and SAS' partner airline Lufthansa's low-cost subsidiary Germanwings were examined. SAS had just bought its main Norwegian competitor, Braathens, and had also significantly reduced Swedish domestic competition through the purchase of Linjeflyg. The airline was worried about new entrants in these markets, in particular about Ryanair and EasyJet.