• Studying Company A Using the Balanced Scorecard Please provide answers in a slide format with…

Studying Company A Using the Balanced Scorecard
Slide 1: Introduction
Please provide answers in a slide format with bullet points and speaker notes.
Slide 2: Highlights About the Company
speaker notes
Slide 3: The Balanced Scorecard Framework
The second slide covers the Balanced Scorecard Framework.
Slide 4: Four Perspectives
provide speaker notes
KPI’S Financial (the financial perspective is outlined)
Internal Processes (we will look at the viewpoint of customers.)
Customer Market/ Analysis (we will look at the viewpoint of customers.)
Learning & Growth perspective (explores the Learning & Growth Perspective.)
Slide 5: How KPIs Can Impact Business
Speaker notes
Slide 6: Cost-Benefit-Risk Analysis
is explained
Benefits
Costs
With speaker notes
Slide 7: Opportunity Cost
with speaker notes
Slide 8: Risk Analysis
deals with Risk Analysis (Risk Zone Importance Explanation)
speaker notes
Slide 9: How the Opportunity Fits with the Company’s Strategy
How the Opportunity Fits with the Company’s Strategy
Slide 10: Strategic Fit / Justification
Speaker Notes
Final Recommendation: speaker notes
Final Slide: Company A Information
Location, Size, and Age of the Firm
Name:
Location: Miami, FL
Size: 165 employees
Age: began operations in 1981
Market: Caribbean Islands
Customer Segment and Target Market
Destinations: 15 (Guadeloupe, Guyana, Martinique, Puerto Rico, St. Kitts, St. Lucia, St. Maarten, St. Thomas, St. Vincent, Trinidad, Antigua and Barbuda, Barbados, British Virgin Islands, Dominica, Grenada, and Tobago)
Market segment: luxury tourist and business class
Aircraft capacities: 20 to 60
Market share of Caribbean destination airlines: 4th at 18.9%
Customer segment: vacationers, tourists, Caribbean business, and government clients
Retention: 66% return customers
New customer growth: 22% annually
Seat occupancy average: 74% (top quarter of benchmarks)
Average customer fare: $450 USD
Alliances / Competitors
Delta Connection
American Eagle
Bahamas Charter Airlines
Cape Air
Seaborne Airlines
Major Competitors
Company Leadership
Privately held, with a board, president, VP admin, CFO, COO, VP sales
Company Strategy and Direction
The company is well positioned for a transition and strategic investment. Its cash position is especially positive, providing ample flexibility.
Long known as a premium upscale provider, there is an awareness of the need to broaden the customer base, attract younger travelers, and modernize both the fleet of aircraft and customer-facing technologies.
The president and leadership team have adopted these goals for the coming five years:
Improve public image and brand in ways that attract new customers
Improve employee retention; reduce turnover by half
Address aging fleet of aircraft; reduce average age of fleet to eight years
Achieve 20% improved fuel efficiency; leverage this into brand and public promotions
Reduce on-ground aircraft turnaround time from two hours down to 45 minutes (industry average is 90 minutes)
Current Financial Highlights
Annual revenues: $28–29 million