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January 25, 2025

You are a former Navy officer and fighter pilot who is now the controller of a division of TransGlobal Airlines, which utilizes a fleet of corporate jets for

Business & Finance / Management

Scenario

You are a former Navy officer and fighter 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:

  1. 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 key performance indicators, such as net profit, annual growth, and market share, and include the four components:
    1. Financial: Complete the financial section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
    2. Internal Processes: Complete the internal processes section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
    3. Customers/Market: Complete the customers/market section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
    4. Learning and Growth: Complete the customers/market section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
  2. 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 key performance indicators, such as net profit, annual growth, and market share, and include the four components:
    1. Financial: Complete the financial section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
    2. Internal Processes: Complete the internal processes section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
    3. Customers/Market: Complete the customers/market section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.
    4. Learning and Growth: Complete the customers/market section of the balanced scorecard template, identifying two of the most relevant key performance indicators.
      1. Explain your rationale for the KPIs chosen, with an explanation of the cause-and-effect relationship between the chosen KPIs.

Include APA 7 style citations to support.

  • attachment

    BalancedScorecardTemp.xlsx

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    CompanyBFinancials.xlsx

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    CompanyAFinancials.xlsx

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    Image1-24-25at11.42PM.jpeg

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    Image1-24-25at11.45PM.jpeg

Balanced Scorecard-Company A

BASIC BALANCED SCORECARD TEMPLATE 3
COMPANY NAME
ADDRESS [Insert text CITY STATE ZIP
Category STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATORS TARGET VALUES KPI ACTION PLAN DETAILS STUDENTS KPI SELECTION RATIONALE
YEAR 1 YEAR 2 YEAR 3 EXAMPLES OF PROGRAMS/INITIATIVES BUDGETS SELECTION RATIONALE CAUSE-EFFECT RELATIONSHIP
FINANCIAL Provide examples of supporting programs or initiatives in this column Provide budget allocations for the supporting programs or initiatives in ths column Share your rationale behind your prioritization of the KPIs in this column Identify the main cause-effect relationships between your chosen KPIs in this column
INTERNAL PROCESSES
CUSTOMER/MARKET
LEARNING AND GROWTH

Balanced Scorecard-Company B

BASIC BALANCED SCORECARD TEMPLATE 3
COMPANY NAME
ADDRESS [Insert text CITY STATE ZIP
Category STRATEGIC OBJECTIVES KEY PERFORMANCE INDICATORS KPI TARGET VALUES KPI ACTION PLAN DETAILS STUDENTS KPI SELECTION RATIONALE Category
YEAR 1 YEAR 2 YEAR 3 EXAMPLES OF PROGRAMS/INITIATIVES BUDGETS SELECTION RATIONALE CAUSE-EFFECT RELATIONSHIP
FINANCIAL Provide examples of supporting programs or initiatives in this column Provide budget allocations for the supporting programs or initiatives in ths column Share your rationale behind your prioritization of the KPIs in this column Identify the main cause-effect relationships between your chosen KPIs in this column FINANCIAL
INTERNAL PROCESSES INTERNAL PROCESSES
CUSTOMER/MARKET CUSTOMER/MARKET
LEARNING AND GROWTH LEARNING AND GROWTH

,

COMPANY B Three-Year Data

B_CO_FINANCE Learner Copy Rev 3/14/21
COMPANY B
Illlustrative Data for Educational Purposes
All values shown are in thousands.
2017 2018 2019
Income Statement
Revenue 27,981 26,302 27,091
Cost of Goods Sold (COGS) 15,389 18,411 18,151
Gross Profit 12,591 7,891 8,940
Expenses
Salaries and Benefits 2,910 2,600 2,910
Rent and Overhead 1,354 1,354 1,354
Depreciation and Amortization 2,814 2,806 2,776
Interest 2,700 1,800 1,800
Total Expenses 9,778 8,560 8,840
Earnings Before Tax 2,813 (669) 100
Taxes 788 (141) 21
Net Earnings 2,025 (529) 79
2017 2018 2019
Balance Sheet
Assets
Cash 82,445 82,914 72,944
Accounts Receivable 1,380 1,297 1,336
Inventory 3,078 2,018 1,989
Property and Equipment 37,413 37,007 37,032
Total Assets 124,316 123,236 113,301
Liabilities
Accounts Payable 1,560 1,009 995
Debt 90,000 90,000 80,000
Total Liabilities 91,560 91,009 80,995
Shareholders' Equity
Equity Capital 33,685 33,685 33,685
Retained Earnings (929) (1,458) (1,379)
Shareholders' Equity 32,756 32,227 32,306
Total Liabilities and Shareholders' Equity 124,316 123,236 113,301
2017 2018 2019
Cash Flow Statement
Operating Cash Flow
Net Earnings 2,025 (529) 79
Plus: Depreciation and Amortization 2,814 2,806 2,776
Less: Changes in Working Capital (10,312) (592) 25
Cash from Operations 15,151 2,869 2,830
Investing Cash Flow
Investments in Property and Equipment (2,706) (2,400) (2,800)
Cash from Investing (2,706) (2,400) (2,800)
Financing Cash Flow
Issuance (repayment) of Debt – – (10,000)
Issuance (repayment) of Equity – – –
Cash from Financing – – (10,000)
Net Increase (decrease) in Cash 12,445 469 (9,970)
Opening Cash Balance 70,000 82,445 82,914
Closing Cash Balance 82,445 82,914 72,944
Supporting Schedules
Working Capital Schedule
Accounts Receivable 1,380 1,297 1,336
Inventory 3,078 2,018 1,989
Accounts Payable 1,560 1,009 995
Net Working Capital (NWC) 2,898 2,306 2,331
Change in NWC (10,312) (592) 25
Depreciation Schedule
PPE Opening 37,521 37,413 37,007
Plus Capex 2,706 2,400 2,800
Less Depreciation 2,814 2,806 2,776
PPE Closing 37,413 37,007 37,032
Debt and Interest Schedule
Debt Opening 90,000 90,000 90,000
Issuance (repayment) – – (10,000)
Debt Closing 90,000 90,000 80,000
Interest Expense 2,700 1,800 1,800

,

COMPANY A Three-Year Data

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A_CO_FIN Learner Copy Rev 6/19/21
COMPANY A