Strategic Analysis Project for Dart Transit Company

Background Information

The project under the strategic analysis is Dart Transit Company, a trucking company. It came from the Great Depression in America in 1934 when many businesses went bankrupt. Although it was hard, Earl Oren launched this business, later referred to as Dart Transit Company (Obeng & Ugboro, 2008). The industry began with a single trailer and a truck, and Oren began small-scale operations right from his room. He kept these operations through determination, and his son, Don, brought in new energy when he started working there, and new doors opened. In 1975, the company grew into a national carrier and served forty-eight states. In 1979, Don became the company's second president (Dart Transit Company). His sons continued with this tradition, and significant expansion was experienced, which and its network was a chain service like warehousing, logistics, storage, portable and intermodal services. Even today, the company still runs under Oren's name and continues to lead in transportation.

This company has a variety of activities, and the leading service it offers is public transportation. Its operations occur throughout the United States, and it provides both local and inter-county services with its buses with specialties in truckload, trucking, trailer services, and transportation services. It offers is commuter rail alongside Wilmington Line which serves in the northern side of the state (Obeng & Ugboro, 2008). The buses' estimated miles covered in 2019 was 165,812,534, and the number of customers served per day was 274, while the fortune 500 customers served ranged at 17%. Dart Network gives comprehensive transportation services land-based in the United States, Mexico, and Canada(Dart Transit Company). The team serving includes fleet management, customer service, human resources, sales and marketing, and intermodal operations. The company's headquarters and corporate office are in Eagan in Minnesota. The number of employees ranges from 1001-5000. This company's brief financial information is that audits are presented every fiscal year. Each of the annual revisions, typically subsequent in the yearly disclosure, includes the most recent financial statements. Table 1.

This company's primary source of revenues is the sales tax, which is generally levied on taxable items sold or acquired for use in the participating municipalities' boundaries. In the tables in the appendix, the tax revenue shows actual receipts of a given fiscal year. The financial statements reflect the reduction in sales tax revenue for the different fiscal years in which overpayment is deemed to have happened( Table 2). The secondary sources of revenues are fare box collections (Dart Transit Company). This is from the fare collected from the buses (Table 3). Other miscellaneous payments are from leases and advertising. For example, in the fiscal year 2019, the net sales of the tax revenues were $628.1 million compared to the 2018 fiscal year, which had $593.9million; this was an increase of about 5.8%. For the operating expenses, sales returns help measure the percentage of the tax revenue sales. This is required in the subsidizing of the net operating costs. Having a subsidy per passenger efficiently counts the company's services. It measures the amount of tax to be subsided.

Environmental Analysis

The environmental analysis for this company will utilize the PESTEL analysis, which is considered a strategic tool for analyzing the macro environment. The sectors to be emphasized are; Political, Social, Economic, Technological, Legal, and Environmentalthe impact of the macro environment of the Dart Company. Notably, macro-environment factors affect the Dart Company and the Travel and Leisure Industry (Papoutsis, 2012). These factors can also impact the Porter Five Forces, which help shape the competitive and strategic landscape. These particular impacts can...

…however, can retain its advantage over the medium term in the long run because it has well-dedicated management that can look upon the loopholes and make the corrections (Yildirim & Arefi, 2021). The competitive advantage in logistics should be maintained o have this company in the top list in the transit industry. Despite the challenges, it can overcome all of them, and with due time, the said challenges can be minimized or eradicated. Additionally, there are some recommendations about the firm in the long run and medium term. First, the company should implement new technology by advancing the network services of the buses. This will ensure that the benefits reach more people in good time. The management of this company should develop ways of receivng suggestions or complaints from the customers. Through this relation, the company may recognize its failures hence rectifying the mistakes. This will work for both parties.

Conclusion

In conclusion, the strategic analysis project's primary goal is learning how to see the big picture of a given organization. In our case, Dart Transit Company is the firm we have analyzed both internally and externally. This analysis also includes the historical background and strategic business management. It gives a clear scope of an organization and the services and goods offered by the firm.

References

(n.d.). Dart Transit Company. https://dart.net/

Obeng, K., & Ugboro, I. (2008). Effective strategic planning in public transit systems.Transportation Research Part E: Logistics and Transportation Review,44(3), 420-439. https://www.sciencedirect.com/science/article/pii/S136655450600086X

Papoutsis, K., Gogas, M., & Nathanail, E. (2012). Urban distribution concepts: SWOT analysis on best practices of urban logistics solutions. In2nd International Conference on Supply Chains, October. https://www.researchgate.net/profile/Konstantinos-Papoutsis-3/publication/286342204_Urban_distribution_concepts_a_SWOT_analysis_on_best_practices_of_urban_logistics_solutions/links/59f9bbec0f7e9b553ec0fc3e/Urban-distribution-concepts-a-SWOT-analysis-on-best-practices-of-urban-logistics-solutions.pdf

Yildirim, Y., & Arefi, M. (2021). Noise complaints and transportation inequality assessment.Transportation Research Part D: Transport and Environment,99, 103021. https://www.sciencedirect.com/science/article/pii/S1361920921003199

Appendices

Table 1 Financial Information

Fleet Number(s)

Photo

Year

Manufacturer

Model

Powertrain

Source

909-910

2004

MCI

D4000

CATC13

AllisonB500R

[26]

912

2006

D4500

AlisonB500

[26]

131-137

Gillig

Low Floor40'

CumminsISM

AllisonB400R5

[26]

113-114

Low Floor 40' HEV

CumminsISB

Allison H 40 EP

[26]

201-248

2008

Low Floor 40'

Cummins ISM

Allison B400R5

[26]

260-272

Low Floor 29'

CumminsISL

[26]

115

Low…