Assessing Performance And Strategic Objectives At TransGloba

Assessing Performance and Strategic Objectives at TransGlobal Airlines

Scenario you Are A Former Navy Officer And Fighter Pilot Who Is Now The

Scenario you Are A Former Navy Officer And Fighter Pilot Who Is Now The

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. Before evaluating these aviation firms, you want to evaluate the performance of TransGlobal Airlines.

Assignment Details: Write a memo to the rest of the leadership team at TransGlobal Airlines, identifying strategic objectives and key performance indicators (KPIs) to help evaluate the company’s performance. Use the information provided to you in the TransGlobal Airlines Company Information document to complete your memo. Specifically, you must address the following rubric criteria:

• A. SMART Goals: Write at least one strategic objective using SMART criteria for each of the four components in a balanced scorecard. Explain your rationale for choosing each objective:
  • Financial
  • Internal process
  • Customer
  • Learning and development
• B. KPIs: Identify at least one KPI corresponding to each strategic objective. Explain how you determined the KPIs.

Submission: Submit a 1- to 2-page Word document using double spacing, 12-point Times New Roman font, and one-inch margins. Sources should be cited according to APA style. No additional instructions about the textbook or case evaluation are necessary for this memo.

Paper For Above instruction

Introduction

Effective strategic management is crucial for the growth and sustainability of TransGlobal Airlines, especially when considering expansion into new markets such as the Caribbean or evaluating internal processes. Developing SMART goals aligned with a balanced scorecard provides a comprehensive framework to assess and improve organizational performance. This memorandum outlines strategic objectives across four perspectives—financial, internal process, customer, and learning and development—accompanied by relevant KPIs to gauge progress and inform decision-making.

Strategic Objectives Using SMART Criteria

Financial Perspective

Objective: Increase quarterly revenue from corporate client charters by 15% within the next fiscal year.

This objective is Specific because it focuses on revenue growth; Measurable through quarterly financial statements; Achievable considering current market trends and company capacity; Relevant as revenue growth directly impacts profitability and strategic expansion; Time-bound with the goal set for the upcoming fiscal year. Increasing revenue ensures financial health and supports potential acquisitions.

Rationale: A measurable revenue increase aligns with the company's goal to strengthen financial stability and prepare for strategic acquisitions.

Internal Process Perspective

Objective: Reduce aircraft turnaround time from landing to departure by 10% over six months.

This goal is Specific to improving operational efficiency; Measurable through operational logs; Achievable by streamlining ground operations; Relevant to cost control and customer satisfaction; Time-bound within six months. Faster turnaround increases aircraft utilization and reduces idle time, leading to cost savings.

Rationale: Improving internal processes enhances efficiency, reduces costs, and increases fleet availability, supporting overall organizational performance.

Customer Perspective

Objective: Achieve a customer satisfaction score of at least 90% on quarterly surveys by the end of year.

This goal is Specific in targeting customer satisfaction; Measurable through survey ratings; Achievable by implementing targeted service improvements; Relevant because customer satisfaction drives client retention and attracts new business; Time-bound to quarterly measurement. High satisfaction levels foster loyalty, especially among Fortune 500 clients.

Rationale: Focusing on customer experience directly impacts retention and reputation, critical in luxury and corporate aviation markets.

Learning and Development Perspective

Objective: Provide advanced pilot and staff training programs every quarter to enhance skills relevant to new aircraft technology and customer service.

This objective is Specific to workforce development; Measurable via training completion rates; Achievable with dedicated resources; Relevant for maintaining safety standards and service quality; Time-bound with quarterly programs. Continuous training ensures staff proficiency in operational and customer service excellence.

Rationale: Investing in staff development supports organizational growth, safety, and customer experience, directly impacting performance outcomes.

Key Performance Indicators (KPIs)

Financial KPI

Revenue Growth Rate. This KPI measures the percentage increase in revenue over each quarter compared to previous periods. It’s determined by analyzing financial statements and sales reports, reflecting the success of marketing and sales strategies in attracting and retaining clients.

Internal Process KPI

Aircraft Turnaround Time. Measured from aircraft landing to takeoff, this KPI tracks operational efficiency improvements. Data is collected via ground operation logs, enabling management to identify bottlenecks and implement process enhancements rapidly.

Customer KPI

Customer Satisfaction Score (CSAT). Based on standardized survey ratings post-flight, this KPI reflects client perceptions of service quality and overall experience, critical in luxury and corporate aviation sectors.

Learning and Development KPI

Training Completion Rate. This KPI monitors the percentage of staff completing scheduled training sessions, indicating workforce readiness. Data is collected from training records and attendance logs, supporting continuous professional development.

Conclusion

Implementing well-defined SMART goals aligned with KPIs across financial, operational, customer, and training perspectives will enable TransGlobal Airlines to monitor performance effectively. These objectives foster continuous improvement, operational excellence, enhance client satisfaction, and ensure the organization’s readiness for strategic expansion, including potential acquisitions in the Caribbean aviation market.

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