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Homework answers / question archive / Scenario You are a former Navy officer and fighter pilot who is now the controller of a division of TransGlobal Airlines, which u"lizes a fleet of corporate jets for charter at several airports in the southeast part of the United States

Scenario You are a former Navy officer and fighter pilot who is now the controller of a division of TransGlobal Airlines, which u"lizes a fleet of corporate jets for charter at several airports in the southeast part of the United States

Writing

Scenario

You are a former Navy officer and fighter pilot who is now the controller of a division of TransGlobal Airlines, which u"lizes 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 acquisi"on of two smaller avia"on firms in the Caribbean specializing in chartered flights for luxury vaca"ons using light aircra# (60 passengers or less). The CFO has tasked you with assessing the organiza"onal benefits of acquiring these avia"on firms. The CFO intends to develop a new business plan for the organiza"on if your analysis recommends moving forward with the acquisi"on.

A#er an ini"al assessment, the company has shortlisted two airlines they want to examine further for acquisi"on. To understand all aspects of the two airlines under considera"on, you have visited each proposed site to assess their performance. The assessment includes crea"ng 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 acquisi"on.

In this milestone, you will use the given informa"on 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:

  1. Use the data given in Company A Informa"on and Company A Financials to create a balanced scorecard for Company A. The balanced scorecard should highlight key performance indicators, such as net profit, annual growth, and market share, and include the four components:
    1. Financial: Complete the financial sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
    2. Internal Processes: Complete the internal processes sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
    3. Customers/Market: Complete the customers/market sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
    4. Learning and Growth: Complete the customers/market sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
  2. Use the data given in Company B Informa"on and Company B Financials to create a balanced scorecard for Company B. The balanced scorecard should highlight key performance indicators, such as net profit, annual growth, and market share, and include the four components:
    1. Financial: Complete the financial sec"on of the balanced scorecard template, iden"fying two of the most relevant key

performance indicators.

      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
    2. Internal Processes: Complete the internal processes sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
    3. Customers/Market: Complete the customers/market sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.
    4. Learning and Growth: Complete the customers/market sec"on of the balanced scorecard template, iden"fying two of the most relevant key performance indicators.
      1. Explain your ra"onale for the KPIs chosen, with an explana"on of the cause-and-effect rela"onship between the chosen KPIs.

Guidelines for Submission:

Submit two completed Excel spreadsheets 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 key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the financial component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear causeeffect rela"onship

Does not a%empt 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 key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the internal process component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear cause-effect rela"onship between chosen KPIs

Does not a%empt criterion

11

Company A

Develops the balanced

Shows progress toward

Does not a%empt criterion

11

 

Balanced Scorecard:

Customer/Market Component

scorecard’s customer/market component for Company A with two of the most relevant key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the customer/market component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear cause-effect rela"onship between chosen KPIs

 

 

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 key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the learning and growth component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear cause-effect rela"onship between chosen KPIs

Does not a%empt criterion

11

Company B

Balanced Scorecard:

Financial

Component

Develops the balanced scorecard’s financial component for Company B with two of the most relevant key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the financial component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear causeeffect rela"onship between chosen KPIs

Does not a%empt 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 key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the internal process component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear cause-effect rela"onship between chosen KPIs

Does not a%empt 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 key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the customer/market component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear cause-effect rela"onship between chosen KPIs

Does not a%empt 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 key performance indicators in that component; shares the ra"onale for the choice of KPIs; iden"fies cause-effect rela"onships between chosen KPIs

Shows progress toward proficiency, but with errors or omissions; areas for improvement may include iden"fying relevant KPIs in the learning and growth component, describing a valid ra"onale for the choice of KPIs, or iden"fying a clear cause-effect rela"onship between chosen KPIs

Does not a%empt criterion

11

Ar!cula!on of Response

Clearly conveys meaning with correct grammar, sentence

structure, and spelling, demonstra"ng an understanding of audience and purpose

Shows progress toward proficiency, but with errors in grammar, sentence structure, and spelling, nega"vely impac"ng readability

Submission has cri"cal errors in grammar, sentence structure, and spelling, preven"ng understanding of ideas

12

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