In this project, you will demonstrate your mastery of the following competencies: Prepare and present internal and external reports.Monitor and evaluate performance.Recommend opportunities for perform

Thomas, St. Vincent, Trinidad, Antigua and Barbuda, Barbados, British Virgin Islands, Dominica, Grenada, and Tobago) • Market segment: luxury tourist and b usiness 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% annua lly • Seat occupancy average: 74% (top quarter of benchmarks) • Average customer fare: $450 US D Major Competitors • Delta Connection • American Eagle • Bahamas Charter Airlines • Cape Air • Seaborne Airlines 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 kn own 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 g oals 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 • Annual growth YoY: 2.5 –2.9% • Gross profit margin: 45% • Net profit margin: 8% • Aircraft in fleet: 55 • Average age of aircraft: 14 years (25 years of useful life is typical) • See financial statements for further details Background • The company is recognized as a premium provider. • In 2016, the company sold a portion of its fleet and its real estate holdings, resulting in a substantial influx of cash. • Employees (excluding pilots) have frequently discussed unionizing, but have not act ed in this direction. • The management team is experienced and focused on revenue growth and customer satisfaction. • Customer feedback at or above industry benchmarks (at industry benchmarks 60th percentile o r higher; positive feedback): o On -time arrivals/departures o Airplane cleanliness o Amenities o Employee courtesy o In-flight entertainment • Customer feedback below industry midpoint (negative feedback): o Frequent flier program (none) o Check -in convenience and speed o Baggage handling o Convenient departure times Internal Process Highlights • The reservation system is an early version of Radixx Galaxy; cloud -based upgrades have not been implemented. • Customer check -in and ticketing is manually processed using har d-copy tickets. • Bookkeeping is accomplished using QuickBooks and an external accounting firm. • HR hiring and benefits packages are administered by a third -party provider. • On -ground operations teams rated very good against industry -standard benchmarks. Human Resource Highlights • Employees: 165 • Employees with a post -secondary degree (two -year or higher): 75% • Average turnover rate: 12% annually • Internal training offered: o FAA Basics (five -day course, required of all new employees) o FAA Safety Assurance S ystem (online two -hour course; all new hires) o Customer Service (eight hours annually) o Regulation refreshers (20 hours per year) o Quality Control Through Six Sigma (optional, up to eight hours per year) o Using MS Office (on -demand, online offerings; optio nal