BUA had built up the high cost base of a major scheduled airline while low-yield charter traffic, a substantial amount of which was fluctuating, low-margin short-haul trooping between the UK and Germany, constituted a large part of its business. On the other hand, scheduled services generated inadequate revenues, which were insufficient to support the airline. Simultaneous development of new scheduled services and integration of existing regional operations in the Channel Islands and on the Isle of Man with the vehicle ferry network proved a costly distraction for overburdened senior sales and commercial managers, taking up a disproportionate amount of their time. Although revenues and the workforce had doubled between 1962 and 1968, total output had risen by less than half over the same period. This translated into a substantial fall in output per employee within that time span and resulted in a weak trading position.