📚 Worksheet Answers – Chapter 36 | 工作表答案 – 第36章
This document provides model answers to the Chapter 36 worksheet on strategic analysis and choice. Each question is answered with the depth required for Cambridge A-Level Business, covering key concepts such as Ansoff's Matrix, force-field analysis, and strategic implementation. Use these answers to check your understanding and improve your exam technique.
本文件提供了第36章关于战略分析与选择的工作表的标准答案。每个问题均按照剑桥A-Level商务课程的要求进行回答，涵盖了安索夫矩阵、力场分析、战略实施等核心概念。请使用这些答案来检查您的理解，并提高考试技巧。
1. Define corporate strategy and explain its importance to a large multinational business. | 定义公司战略并解释其对大型跨国企业的重要性。
Corporate strategy is the overall direction and scope of an organisation over the long term. It answers the question 'What businesses should we be in?' and involves decisions about diversification, acquisitions, vertical integration, and resource allocation across business units. For a large multinational, a clear corporate strategy provides coherence, ensures that resources are concentrated on the most promising markets, and guides senior managers when evaluating performance of different divisions.
公司战略是组织长期的整体方向和经营范围。它回答“我们应该从事哪些业务？”的问题，并涉及有关多元化、收购、垂直整合以及跨业务部门资源配置的决策。对于大型跨国企业而言，清晰的公司战略能够提供一致性，确保资源集中在最具前景的市场上，并指导高级管理人员评估不同部门的绩效。
A well-defined corporate strategy also reduces risk by forcing headquarters to assess the portfolio of businesses and divest underperforming units. It aligns stakeholder expectations and enables the firm to present a unified vision to investors. Multinationals operating in turbulent environments rely on corporate strategy to set boundaries for local managers while allowing operational flexibility.
定义明确的公司战略还能通过迫使总部评估业务组合并剥离表现不佳的单位来降低风险。它能协调利益相关者的期望，并使公司能够向投资者展示统一的愿景。在动荡环境中运营的跨国企业依赖公司战略为本地管理者设定边界，同时允许运营灵活性。
2. Explain Ansoff's Matrix and apply it to a consumer electronics company considering growth options. | 解释安索夫矩阵，并将其应用于一家正在考虑增长方案的消费电子公司。
Ansoff's Matrix identifies four growth strategies based on markets and products: market penetration (existing markets, existing products), product development (existing markets, new products), market development (new markets, existing products), and diversification (new markets, new products). Each strategy carries different levels of risk, with diversification normally being the riskiest.
安索夫矩阵根据市场和产品划分了四种增长战略：市场渗透（现有市场、现有产品）、产品开发（现有市场、新产品）、市场开发（新市场、现有产品）和多元化（新市场、新产品）。每种战略的风险程度不同，多元化通常风险最高。
Consider a consumer electronics company that currently sells smartphones in Europe. For market penetration, it could increase advertising or offer trade-in discounts to boost sales of existing smartphone models. For product development, it might launch wireless earbuds or smart watches to its existing European customers. Market development would involve selling the same smartphones in emerging markets like Vietnam. Finally, diversification might mean entering the electric vehicle industry, where the company has no prior experience. The matrix helps managers evaluate trade-offs between risk and reward.
以一家目前在欧洲销售智能手机的消费电子公司为例。对于市场渗透，它可以增加广告或提供以旧换新折扣来提升现有智能手机型号的销量。对于产品开发，它可能面向现有欧洲客户推出无线耳机或智能手表。市场开发则涉及在越南等新兴市场销售相同的智能手机。最后，多元化可能意味着进入公司此前毫无经验的电动汽车行业。该矩阵有助于管理者权衡风险与回报。
3. Conduct a force-field analysis for a manufacturing firm planning to introduce robotic automation. | 为一计划引入机器人自动化的制造企业进行力场分析。
Force-field analysis identifies driving forces that support a change and restraining forces that resist it. For a manufacturing firm considering robotic automation, driving forces include potential cost savings from reduced labour, increased precision and quality, the ability to operate 24/7, and pressure from competitors who have already automated. These forces push the organisation towards the change.
力场分析识别支持变革的驱动力和抵制变革的制约力。对于一家考虑采用机器人自动化的制造企业，驱动力包括减少劳动力带来的潜在成本节约、提高精度和质量、能够每天24小时连续运行、以及来自已实现自动化的竞争对手的压力。这些力量推动组织走向变革。
Restraining forces might involve high initial capital expenditure, employee fear of redundancy and low morale, a shortage of skilled technicians to maintain the robots, and resistance from middle managers worried about disruption to production schedules. To decide whether to proceed, managers assess the strength of each force and develop tactics to weaken restraining forces, such as retraining programmes, phased implementation, and transparent communication to reduce uncertainty.
制约力可能包括高昂的初始资本支出、员工对裁员的恐惧和士气低落、缺乏维护机器人的熟练技术人员，以及中层管理者因担心生产计划中断而产生的抵制。为了决定是否继续，管理者评估每种力量的强度，并制定策略来减弱制约力，例如实施再培训计划、分阶段引入，以及进行透明沟通以减少不确定性。
4. Distinguish between prescriptive and emergent strategies with real-world examples. | 区分计划性战略和涌现性战略，并举出现实中的例子。
A prescriptive strategy is a deliberate, planned course of action formulated by top management based on thorough analysis. It assumes that the future can be predicted and controlled. For instance, a fast-food chain may design a three-year plan to open 200 new outlets in a specific region, driven by detailed market forecasts. The strategy is then cascaded down the hierarchy for implementation.
计划性战略是高层管理者基于全面分析而制定的有意的、计划好的行动方案。它假设未来可以被预测和控制。例如，一家快餐连锁店可能依据详细的市场预测，制定出在特定区域新开200家门店的三年计划。然后该战略被逐层下达执行。
An emergent strategy, by contrast, develops from patterns of behaviour, unplanned decisions, and responses to unexpected events. It is less about a grand plan and more about adaptation. A classic example is Honda's entry into the US motorcycle market in the 1960s. The original prescriptive strategy was to compete with large motorbikes, but when those models suffered mechanical failures, managers noticed demand for their small 50cc bikes from casual riders. The company abandoned the original plan and successfully pursued the small-bike niche—a strategy that emerged from experience rather than formal planning. Firms often blend both approaches.
相比之下，涌现性战略源于行为模式、非计划决策以及对意外事件的响应。它不太涉及宏大的计划，而更多关乎适应。一个经典例子是本田在20世纪60年代进入美国摩托车市场。最初的计划性战略是与大型摩托车竞争，但当那些车型出现机械故障时，管理者注意到休闲骑手对其小型50cc摩托车的需求。公司放弃了最初计划，成功追随了小型摩托车这一利基市场——这一战略是从经验中涌现的，而非正式规划。企业通常将两种方法相结合。
5. Evaluate the role of contingency planning in managing operational risk. | 评估应急计划在管理运营风险中的作用。
Contingency planning involves preparing alternative courses of action that can be implemented if a primary plan fails or an unexpected crisis occurs. In operations, it helps mitigate risks such as supply chain disruption, IT system failure, or health emergencies. An effective contingency plan identifies key risks, develops response procedures, and allocates emergency resources in advance.
应急计划包括准备替代行动方案，以便在主要计划失败或发生意外危机时实施。在运营中，它有助于减轻供应链中断、信息技术系统故障或健康紧急事件等风险。有效的应急计划会识别关键风险、制定响应程序并预先分配应急资源。
However, contingency planning is not costless. It consumes management time, requires investment in backup facilities, and may lead to complacency if managers rely too heavily on fallback options. Additionally, some events—such as extreme natural disasters—cannot be fully anticipated. Despite this, firms that invest in robust contingency arrangements recover faster. For instance, manufacturers that had diversified suppliers before the pandemic suffered less disruption than those dependent on a single source. Thus, contingency planning is a valuable but imperfect tool that must be regularly updated and tested.
然而，应急计划并非没有成本。它会消耗管理时间，需要对备用设施进行投资，并且如果管理人员过度依赖后备方案，可能导致自满情绪。此外，某些事件——例如极端自然灾害——无法完全预见到。尽管如此，投资于稳健应急安排的企业恢复得更快。例如，在疫情之前已实现供应商多元化的制造商，比那些依赖单一来源的企业遭受的干扰更少。因此，应急计划是一种宝贵但不完美的工具，必须定期更新和测试。
6. Analyze the factors that influence the choice of strategy in a dynamic business environment. | 分析在动态商业环境中影响战略选择的因素。
Strategic choice is shaped by both internal and external factors. Internally, the organisation's resources and capabilities, financial position, culture, and the values of senior leadership are critical. A firm with strong R&D capabilities is more likely to pursue innovation-led strategies, while a risk-averse board may reject high-cost diversification.
战略选择受内部和外部因素共同影响。在内部，组织的资源和能力、财务状况、文化以及高层领导的价值观至关重要。拥有强大研发能力的企业更有可能追求以创新为主导的战略，而规避风险的董事会则可能拒绝高成本多元化。
Externally, the pace of technological change, intensity of competition, regulatory constraints, and macroeconomic trends exert pressure. In a dynamic environment, strategies must remain flexible; a commitment to rigid long-term plans can be dangerous. Stakeholder power also plays a role—pressure groups and institutional investors can redirect strategic priorities. Effective strategists scan the environment continuously and use tools like PESTLE and SWOT to align choices with real-world conditions.
在外部，技术变革的速度、竞争强度、监管限制和宏观经济趋势都会施加压力。在动态环境中，战略必须保持灵活；执着于僵化的长期计划可能是危险的。利益相关者的权力也发挥作用——压力团体和机构投资者可以改变战略优先事项。有效的战略家会持续审视环境，并运用PESTLE和SWOT等工具使选择与现实条件保持一致。
7. Discuss the benefits and drawbacks of strategic alliances for an airline. | 讨论战略联盟对航空公司的益处与弊端。
Strategic alliances allow airlines to cooperate without full mergers. Benefits include access to new routes through code-sharing agreements, cost sharing on ground handling and maintenance, and enhanced loyalty programme offerings, which attract passengers. Alliances also strengthen bargaining power with aircraft manufacturers and airports.
战略联盟使航空公司无需全面合并即可开展合作。益处包括通过代码共享协议获取新航线、分摊地面操作和维护成本，以及增强忠诚度计划以吸引乘客。联盟还增强了与飞机制造商和机场的议价能力。
Drawbacks involve reduced strategic independence, as partners must align schedules and service standards. There is a risk of sharing sensitive commercial data, and conflicts may arise over branding or revenue allocation. Moreover, alliances can attract scrutiny from competition regulators if they reduce competition on certain routes. Despite these challenges, most major carriers participate in alliances because the network benefits outweigh the limitations, especially in a highly competitive, capital-intensive industry.
弊端则包括战略独立性降低，因为合作伙伴必须协调航班时刻和服务标准。存在共享敏感商业数据的风险，并且在品牌推广或收入分配方面可能产生矛盾。此外，如果联盟削弱了某些航线上的竞争，则可能会引起竞争监管机构的审查。尽管存在这些挑战，大多数大型航空公司仍然参与联盟，因为在竞争激烈、资本密集的航空业，网络效应带来的益处超过了局限性。
8. Assess the usefulness of the balanced scorecard in strategy implementation. | 评估平衡计分卡在战略实施中的作用。
The balanced scorecard translates strategy into performance measures across four perspectives: financial, customer, internal processes, and learning & growth. It prevents managers from focusing solely on short-term financial results by highlighting drivers of future performance, such as employee training and process improvement.
平衡计分卡将战略转化为四个维度的绩效衡量指标：财务、客户、内部流程以及学习与成长。通过突出员工培训和流程改进等未来绩效驱动因素，它防止管理者仅仅关注短期财务结果。
Its usefulness lies in linking everyday operations to strategic objectives. For example, a hotel chain might measure customer satisfaction scores, the speed of check-in, and staff turnover alongside revenue targets. However, the balanced scorecard requires careful design: too many measures can cause confusion, and managers may struggle to set meaningful targets for intangible assets. When implemented effectively, it fosters a more holistic view of performance and encourages alignment between departments. Yet it is a tool, not a substitute for leadership and judgement.
其作用在于将日常运营与战略目标联系起来。例如，一家连锁酒店除了收入目标外，还可以衡量顾客满意度得分、入住办理速度以及员工流失率。然而，平衡计分卡需要精心设计：指标过多会导致混乱，管理者可能难以为无形资产设定有意义的目标。当有效实施时，它能培育更全面的绩效观，并促进部门间的协调一致。但它只是一个工具，不能替代领导力和判断力。
Published by TutorHao | Business Revision Series | aleveler.com
更多咨询请联系16621398022（同微信）
或截图后用「扫一扫 → 相册」选择本图