Scenario You are a former pilot who is now the controller of a division of TransGlobal Airlines, wh ...
Scenario You are a former pilot who is now the controller of a division of TransGlobal Airlines, which utilizes a fleet of corporate jets for charter at several airports in the southeast part of the United States. Your division’s private charter clients include several Fortune 500 companies in the region. The Chief Financial Officer (CFO) has informed you that the company is considering the acquisition of two smaller aviation firms in the Caribbean specializing in chartered flights for luxury vacations using light aircraft (60 passengers or less). The CFO has tasked you with assessing the organizational benefits of acquiring these aviation firms. The CFO intends to develop a new business plan for the organization if your analysis recommends moving forward with the acquisition. After an initial assessment, the company has shortlisted two airlines they want to examine further for acquisition. To understand all aspects of the two airlines under consideration, you have visited each proposed site to assess their performance. The assessment includes creating and analyzing a balanced scorecard for each airline with all four components—financial, internal processes, customers/market, and learning and growth—that will impact the acquisition. In this milestone, you will use the given information to create balanced scorecards for Company A and Company B. Prompt Use the Basic Balanced Scorecard Template to create a balanced scorecard for each company. Specifically, you must address the following rubric criteria: Use the data given in Company A Information and Company A Financials to create a balanced scorecard for Company A. The balanced scorecard should highlight strategic objectives and key performance indicators (KPIs), such as net profit, annual growth, and market share, and include the four components: Financial: Complete the financial section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Internal Processes: Complete the internal processes section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Customers/Market: Complete the customers/market section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Learning and Growth: Complete the learning and growth section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Use the data given in Company B Information and Company B Financials to create a balanced scorecard for Company B. The balanced scorecard should highlight KPIs, such as net profit, annual growth, and market share, and include the four components: Financial: Complete the financial section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Internal Processes: Complete the internal processes section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Customers/Market: Complete the customers/market section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. Learning and Growth: Complete the learning and growth section of the balanced scorecard template, identifying two of the most relevant KPIs associated with the strategic objective you’ve identified. Explain your rationale for the KPIs chosen, with an explanation of the cause–effect relationship between the chosen KPIs and the KPI action plan details. What to Submit Submit the completed Excel spreadsheet using the provided template. Milestone One Rubric Criteria Proficient (100%) Needs Improvement (80%) Not Evident (0%) Value Company A Balanced Scorecard: Financial Component Develops the balanced scorecard’s financial component for Company A with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the financial component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship Does not attempt criterion 11 Company A Balanced Scorecard: Internal Process Component Develops the balanced scorecard’s internal process component for Company A with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the internal process component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Company A Balanced Scorecard: Customer/Market Component Develops the balanced scorecard’s customer/market component for Company A with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the customer/market component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Company A Balanced Scorecard: Learning and Growth Component Develops the balanced scorecard’s learning and growth component for Company A with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the learning and growth component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Company B Balanced Scorecard: Financial Component Develops the balanced scorecard’s financial component for Company B with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the financial component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Company B Balanced Scorecard: Internal Process Component Develops the Balanced Scorecard’s internal process component for Company B with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the internal process component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Company B Balanced Scorecard: Customer/Market Component Develops the balanced scorecard’s customer/market component for Company B with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the customer/market component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Company B Balanced Scorecard: Learning and Growth Component Develops the balanced scorecard’s learning and growth component for Company B with two of the most relevant KPIs in that component; shares the rationale for the choice of KPIs; identifies cause–effect relationships between chosen KPIs Shows progress toward proficiency, but with errors or omissions; areas for improvement may include identifying relevant KPIs in the learning and growth component, describing a valid rationale for the choice of KPIs, or identifying a clear cause–effect relationship between chosen KPIs Does not attempt criterion 11 Articulation of Response Clearly conveys meaning with correct grammar, sentence structure, and spelling, demonstrating an understanding of audience and purpose Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, negatively impacting readability Submission has critical errors in grammar, sentence structure, and spelling, preventing understanding of ideas 12 Total: 100%
