A concept called the "two-market philosophy" was the centrepiece of all these developments. This was based on the idea that BUA could only become economically viable and realise its full potential if it took maximum advantage of opportunities to develop its business profitably in both the scheduled and non-scheduled markets. Practically, this entailed increasing frequencies on existing scheduled services with particular emphasis on South American and UK domestic trunk routes, starting up scheduled routes to new destinations, securing a bigger share of the fast-growing short-/medium-haul IT market, establishing a presence in the long-haul closed group charter business and doing more contract work for overseas airlines.