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4/10/22, 3:13 PM Module Four Business Environment Analysis Report Guidelines and Rubric – MBA-620-X4689 Measuring Success in an Org 22TW4

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Module Four Business Environment Analysis Report
Guidelines and Rubric

Overview

In your role as controller of a division of TransGlobal Airlines, you are responsible for assessing the possible acquisi�on of the two

iden�fied small airlines in the Caribbean specializing in chartered flights for luxury vaca�ons using light aircra� (60 passengers or

less).

One of the important steps in this acquisi�on process is analyzing, understanding, and iden�fying all the external and internal

elements that can affect the organiza�on’s performance, and, as businesses are greatly influenced by their environment, all the

situa�onal factors that determine how day-to-day circumstances impact firms. You can assess situa�onal factors by performing a

business environment analysis. The analysis entails assessing the level of threat or opportunity these situa�onal factors might

present. These evalua�ons are later translated into the decision-making process. The analysis helps align strategies with the firm’s

environment. You will use the PESTEL method to perform this analysis.

Prompt

Use the informa�on provided to you in the TransGlobal Airlines Informa�on document to perform a business environment analysis

using the PESTEL method. Your task is to analyze the internal and external business environment of TransGlobal Airlines by

iden�fying the impact of each PESTEL factor on the business environment.

Specifically, you must address the following rubric criteria:

1. Iden�fy one poli�cal factor that can affect the company’s business environment and explain any poten�al impact on

acquisi�on strategy.

2. Iden�fy one economic factor that can affect the company’s business environment and explain any poten�al impact on

acquisi�on strategy.

3. Iden�fy one sociological factor that can affect the company’s business environment and explain any poten�al impact on

acquisi�on strategy.

4. Iden�fy one technological factor that can affect the company’s business environment and explain any poten�al impact on

acquisi�on strategy.

5. Iden�fy one environmental factor that can affect the company’s business environment and explain any poten�al impact on

acquisi�on strategy.

6. Iden�fy one legal factor that can affect the company’s business environment and explain any poten�al impact on acquisi�on

strategy.

Guidelines for 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. Consult the Shapiro Library APA Style Guide for more informa�on on cita�ons.

Criteria Exemplary (100%) Proficient (90%)
Needs Improvement

(70%)
Not Evident (0%) Value

Module Four Business Environment Analysis Report Rubric



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Poli�cal Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies and clearly

explains the

poten�al impact of

one relevant poli�cal

factor on the

acquisi�on strategy

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying a

valid poli�cal factor

or providing a

reasonable

explana�on of its

impact on the

company’s

acquisi�on strategy

Does not a�empt

criterion

15

Economic Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies and clearly

explains the

poten�al impact of

one relevant

economic factor on

the acquisi�on

strategy

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying a

valid economic

factor or providing a

reasonable

explana�on of its

impact on the

company’s

acquisi�on strategy

Does not a�empt

criterion

15

Sociological Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies and clearly

explains the

poten�al impact of

one relevant

sociological factor on

the acquisi�on

strategy

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying a

valid sociological

factor or providing a

reasonable

explana�on of its

impact on the

company’s

acquisi�on strategy

Does not a�empt

criterion

15

Technological Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies and clearly

explains the

poten�al impact of

one relevant

technological factor

on the acquisi�on

strategy

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying a

valid technological

factor or providing a

reasonable

explana�on of its

impact on the

company’s

i i� t t

Does not a�empt

criterion

15

4/10/22, 3:13 PM Module Four Business Environment Analysis Report Guidelines and Rubric – MBA-620-X4689 Measuring Success in an Org 22TW4

https://learn.snhu.edu/d2l/le/content/1022673/viewContent/17803159/View 3/5

acquisi�on strategy

Environmental Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies and

explains clearly the

impact of one

relevant

environmental factor

on the acquisi�on

strategy

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying a

valid environmental

factor or providing a

reasonable

explana�on of its

impact on the

company’s

acquisi�on strategy

Does not a�empt

criterion

15

Legal Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

Iden�fies and

explains clearly the

impact of one

relevant legal factor

on the acquisi�on

strategy

Shows progress

toward proficiency,

but with errors or

omissions; areas for

improvement may

include iden�fying a

valid legal factor or

providing a

reasonable

explana�on of its

impact on the

company’s

acquisi�on strategy

Does not a�empt

criterion

15

Ar�cula�on of

Response

Exceeds proficiency

in an excep�onally

clear, insigh�ul,

sophis�cated, or

crea�ve manner

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

10

Total 100%

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Activity Details

MBA 620 TransGlobal Airlines Information

Location, Size, and Age of the Firm

• Name: TransGlobal Airlines
• Home Country: USA
• HQ Location: Miami, FL
• Size: 40,000 employees
• Age: began operations in 1951

Customer Segment and Target Market

• Class: global airliner with dominant U.S. presence
• Market: global
• Destinations: 242 destinations serving 52 countries across six continents
• Market segment: first class, luxury, business class, and economy
• Global market share: 18% (ranked 2nd, American is number one at 18.6%)
• U.S. market share: 18.3% (ranked 2nd, Southwest first at 19.1%)
• Retention: 80% return customers
• New customer growth: 27% annually (prior to COVID)
• Passenger kilometers: 278 billion (American is number one at 287 billion)

Major Competitors

All international and domestic U.S. airlines

Company Leadership

Publicly held with a board, president, VP admin, CEO, CFO, COO, VP sales, division VPs, subsidiaries

Current Financials

• Annual gross revenues: $20.683 billion
• Annual net income: $2.099 billion
• Adjusted earnings per share of $3.22, a 28% increase year-over-year
• Delivery of 88 new aircraft during the year
• Number of aircraft in fleet, end of period: 1,062
• Average age of aircraft: 13 years
• Domestic revenue grew 7.7% in the last quarter on 1.6% higher passenger unit revenue (PRASM)

and 6% higher capacity. Domestic premium product revenue grew 11% and corporate revenue
grew 6%, driven by strength in business and leisure demand through the holiday period.
Revenue and margin improved in all domestic hubs, with revenue up 10% in coastal hubs and
6% in core hubs.

• Atlantic revenue grew 0.8% in the last quarter on 2.4% higher capacity and a 1.6% decline in
PRASM, driven almost entirely by foreign exchange rates.

• Latin revenue grew 6.7% on a 6.3% increase in unit revenue and 0.4% higher capacity. This
revenue improvement was driven by continued double-digit unit revenue growth in Brazil and
Mexico.

• Pacific revenue was down 0.5% vs. the prior year on a 4.4% decline in unit revenue primarily due
to continued softness in China. This was a 3.2 point improvement vs. the September quarter on
improved trends in Japan.

Strategic Plans and Goals

The board of directors has recently approved a comprehensive plan identified as TransGlobal 2030. The
plan is the result of eight months of data collection, customer focus groups, leadership retreats, and
employee input.

The TransGlobal 2030 vision is to lead the industry in three critically important areas: safety, excitement,
and stewardship (SES). This SES vision has been translated into a collection of guiding principles and goal
statements:

• SES Principles
o We will always treat our customers with respect.
o We will value our employees and business partners.
o We will innovate to provide our customers with the most forward-thinking and exciting

travel experience.
o We will build lifelong relationships with our customers.
o We will protect our planet.

• SES Goals
o Safely re-introduce and promote the MAX 737 aircraft1.
o Expand the fleet of regional aircraft with capacities below 70.
o Upgrade the reservation and ticketing experience, including smartphone apps and

integration with apps associated with lodging, ground transportation, and attractions.
o Achieve top-10 status in the 2030 World’s Best Workplaces rankings (currently not ranked in

top 100).
o Reach net-zero carbon footprint by 2075.
o Accelerate adoption of fuel-efficient aircraft and alternative fuels.
o Expand use of carbon offset measures.
o Improve our Airlines.com safety rating from 5 stars to 7 stars.
o Build brand awareness and customer loyalty.
o Address workplace inequities and build an inclusive culture.
o Train every employee in the basics of FAA’s SAS (Safety Assurance System) via 2-hour web-

based training.

1 The popular 737 aircraft has been the subject of considerable controversy and safety concerns
worldwide.

ASSETS (in millions)

Current Assets
Cash and cash equivalents: $1,268

• Accounts receivable: $1,256
• Fuel inventory: $321
• Expendable parts and supplies inventories, net: $229
• Prepaid and other expenses: $559
• Total current assets: $3,629

Other Assets:

• Property and equipment: $13,776
• Operating lease right-of-use assets: $2,476
• Goodwill: $4,304
• Identifiable intangibles: $2,272
• Cash restricted for airport construction: $280
• Other noncurrent assets: $1,657
• Total other assets: $24,765

Total assets: $28,394

LIABILITIES AND STOCKHOLDERS’ EQUITY

Current Liabilities
• Current maturities of long-term debt: $806
• Finance leases: $200
• Current maturities of operating leases: $352
• Air traffic liability: $2,251
• Accounts payable: $1,437
• Accrued salaries and related benefits: $1,628
• Loyalty program deferred revenue: $1.416
• Fuel card obligation: $ 324
• Other accrued liabilities: $474
• Total current liabilities: $8,888

Noncurrent Liabilities

• Long-term debt: $3,000
• Finance leases: $904
• Pension, postretirement Related benefits: $3,719
• Loyalty program deferred revenue: $1,544
• Noncurrent operating leases: $2,329
• Deferred income taxes: $641
• Other noncurrent liabilities: $610
• Total noncurrent liabilities: $12,747
• Total liabilities: $21,635

Stockholders’ equity: $6,759

Total liabilities and stockholders’ equity: $28,394

Margins

• Operating margin: 14.08%
• Net profit margin: 10.14%
• Operating cash flow margin: 41.7%
• Debt to equity: 3.20
• ROE: 31.04%
• ROA: 7.39%
• Receivables turnover: 16.47%
• Aircraft capacity: 98%
• Current ratio: 0.408

• Quick ratio: 0.2839

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