Present your data and analysis of Company B$.$ Include the following in your analysis: Financial: Complete the financial section of the balanced scorecard template. Explain KPIs chosen, along with the cause$$and$$effect relationship between the chosen KPIs and the KPI action plan details. Internal processes:. Explain your rationale for the KPIs selected, along with the cause$$and$$effect relationship between the chosen KPIs and the KPI action plan details. Customers$/$market$.$ Explain your rationale for the KPIs selected, along with the cause$$and$$effect relationship between the chosen KPIs and the KPI action plan details. Learning and growth: Identify your rationale for the KPIs selected, along with the cause$$and$$effect relationship between the chosen KPIs and the KPI action plan details. Balanced scorecard analysis: Perform a cost$-$benefit$-$risk analysis for Company B based on its balanced scorecard components to explain whether the benefits justify the acquisition costs. Opportunity cost: What will it cost to move forward with this opportunity? Risk: Identify and describe the magnitude $($low$,$ medium, or high$)$ of the risks this acquisition poses to the parent company as related to its market, financial, cultural, and operational environments. STRATEGIC OBJECTIVES KPI KPI KPI Action Plans Category Y $1$ Y $2$ Y $3$ EXAMPLES OF PROGRAMS$/$INITIATIVES BUDGETS Financial Enhance and ensure stable profits and financial health post acquisition. Net profit should yield profit. $6\mathrm{.}60\%-0\mathrm{.}60\%>10\%$ The firm has meaningful operational assets but lacks significant profitability in managing debts. Financial consultant for problematic debt. Cost reduction investments in more profitable character packages. The financial debt$-$to$-$equity ratio represents financial leverage and inherent risk. $2\mathrm{.}80\%>5\%$ Restructure business processes to reduce costs and improve efficiency. Aircraft Utilization Rate evaluates effectiveness in employing available aircraft $85\%82\%>95\%$ Develop aircraft scheduling system. Centralize turnaround procedures across Caribbean regions. training for staff and development of manuals: Training $ $100$ K$.$ INTERNAL PROCESSES Turnaround Time measures rate of flight preparations between operations Increase presence in the market as well as target customer satisfaction in luxury tourism. Customer Satisfaction Score $($CSAT$)$Evaluates quality of service $4\mathrm{.}2/53\mathrm{.}9/54\mathrm{.}1/5$ Loyalty program and CRM system: $$150$K$.$ Marketing partnerships and project s: $$300$K$.$ CUSTOMER$/$MARKET Market Share in Caribbean Charter Segment Shows how well they compete. $12\%10\%11\%$ Foster innovation and improvement of workforce skills. Training Hours for Employees Per Annum demonstrates a commitment to staff training. $201822$ The investment aligns with the Transglobal strategy of venturing into luxury charters in the Caribbean while improving long$-$term profitability and brand equity. Development of training programs: $ $200$ K$.$ Initiatives to retain staff bonuses wellness $150$K