📚 Worksheet Answers – Chapter 32 | 第32章 工作表答案：战略分析
This revision article provides model answers for a typical Chapter 32 worksheet on strategic analysis. It covers key definitions, PEST and SWOT analysis, core competences, benchmarking, and exam-style evaluation questions. Each answer is paired in English and Chinese to support bilingual study.
本文提供第32章“战略分析”典型工作表的参考答案，涵盖关键定义、PEST与SWOT分析、核心能力、标杆管理以及考试型评估题。每个答案均以中英双语配对呈现，便于双语学习。
1. Key Terms and Definitions | 关键术语与定义
Below are concise definitions of the main terms used in strategic analysis. In a worksheet answer, you should write the full definition, not just a one-word synonym, because examiners award marks for the precise meaning.
以下是战略分析中主要术语的简洁定义。在工作表答案中，你应当写出完整定义，而不是只写一个同义词，因为考官会依据精确含义给分。
| Term | 术语 | Definition | 定义 |
|---|---|
| Strategic analysis | 战略分析 | The process of examining the external environment and internal capabilities of a business to inform long-term decisions. | 考察企业外部环境和内部能力以指导长期决策的过程。 |
| PEST analysis | PEST分析 | A framework for analysing the Political, Economic, Social and Technological factors affecting a business. | 分析影响企业的政治、经济、社会和技术因素的框架。 |
| SWOT analysis | SWOT分析 | A tool for identifying internal Strengths and Weaknesses, and external Opportunities and Threats. | 识别内部优势与劣势、外部机会与威胁的工具。 |
| Core competence | 核心能力 | A unique internal capability that allows a business to achieve competitive advantage. | 使企业获得竞争优势的独特内部能力。 |
| Benchmarking | 标杆管理 | Comparing business performance, processes or products against best practice or leading competitors. | 将企业绩效、流程或产品与最佳实践或领先竞争对手进行比较。 |
You should also distinguish between strategic analysis and strategic choice. Strategic analysis is about understanding the situation; strategic choice is deciding what to do next.
你还应区分战略分析与战略选择。战略分析是理解现状；战略选择是决定下一步做什么。
2. PEST Analysis Answers | PEST分析答案
PEST analysis is used to scan the macro-environment. A strong worksheet answer should not simply list factors; it should explain how each factor could affect demand, costs, regulation or competitiveness.
PEST分析用于扫描宏观环境。高质量的工作表答案不应只罗列因素，而应解释每个因素如何影响需求、成本、监管或竞争力。
Political: Changes in government policy, tax rates, trade tariffs, employment law and political stability. For example, higher corporation tax reduces post-tax profit.
政治因素：政府政策、税率、贸易关税、劳动法和政治稳定性的变化。例如，较高的公司税会减少税后利润。
Economic: GDP growth, inflation, unemployment, exchange rates and interest rates. A recession lowers consumer income and demand for luxury goods.
经济因素：GDP增长、通货膨胀、失业、汇率和利率。经济衰退会降低消费者收入和对奢侈品的需求。
Social: Demographic changes, lifestyle trends, education levels and cultural attitudes. An ageing population increases demand for healthcare and retirement services.
社会因素：人口结构变化、生活方式趋势、教育水平和文化态度。人口老龄化会增加对医疗和退休服务的需求。
Technological: Automation, e-commerce, mobile technology, research and development. New technology can reduce production costs but make existing products obsolete.
技术因素：自动化、电子商务、移动技术、研发。新技术可以降低生产成本，但也可能使现有产品过时。
A common exam command word is 'analyse the impact of PEST factors on a business'. The answer should include at least one positive and one negative effect, plus a judgement about the most significant factor.
常见的考试指令词是“分析PEST因素对企业的影响”。答案应至少包含一个正面影响和一个负面影响，并对最重要的因素做出判断。
3. SWOT Analysis Answers | SWOT分析答案
SWOT analysis combines an internal audit of strengths and weaknesses with an external scan of opportunities and threats. The key skill is correctly classifying a factor as internal or external.
SWOT分析结合了对优势与劣势的内部审计以及对机会与威胁的外部扫描。关键技能是正确区分内部因素和外部因素。
Strengths are internal positive features, such as a strong brand, loyal employees or proprietary technology.
优势是内部积极特征，例如强大的品牌、忠诚的员工或专有技术。
Weaknesses are internal negative features, such as high debt, outdated equipment or weak management.
劣势是内部消极特征，例如高负债、设备陈旧或管理薄弱。
Opportunities are external positive conditions, such as a growing market, falling trade barriers or a competitor leaving the industry.
机会是外部积极条件，例如市场增长、贸易壁垒降低或竞争对手退出行业。
Threats are external negative conditions, such as new entrants, substitute products or tighter regulation.
威胁是外部消极条件，例如新进入者、替代产品或更严格的监管。
Do not confuse strengths with opportunities. If the business controls the factor, it is internal; if the factor comes from the outside environment, it is external. For example, 'rising demand for organic food' is an opportunity, not a strength.
不要把优势与机会混为一谈。如果企业能够控制该因素，它就是内部因素；如果该因素来自外部环境，它就是外部因素。例如，“有机食品需求上升”是机会，不是优势。
4. Core Competences Answers | 核心能力答案
A core competence is a unique set of skills, knowledge or technologies that competitors find difficult to copy. It can be a source of sustainable competitive advantage.
核心能力是竞争对手难以模仿的一套独特技能、知识或技术。它可以成为可持续竞争优势的来源。
According to the VRIN framework, a true core competence should be Valuable, Rare, Inimitable and Non-substitutable. For example, Apple's design capability is hard to replicate and allows premium pricing.
根据VRIN框架，真正的核心能力应具备价值性、稀缺性、难以模仿性和不可替代性。例如，苹果公司的设计能力难以复制，并支持其溢价定价。
Value: the capability must create value for customers or lower costs.
价值性：该能力必须为顾客创造价值或降低成本。
Rarity: few competitors possess the same capability.
稀缺性：很少有竞争对手拥有同样的能力。
Inimitability: competitors cannot easily copy the capability because of history, complexity or culture.
难以模仿性：由于历史、复杂性或文化，竞争对手无法轻易复制该能力。
Non-substitutability: no easy alternative can replace the capability.
不可替代性：没有容易的替代方案可以取代该能力。
In a worksheet answer, you should link core competences to strategic choice: a business can use its core competence to enter new markets or develop new products.
在工作表答案中，你应将核心能力与战略选择联系起来：企业可以利用其核心能力进入新市场或开发新产品。
5. Benchmarking Answers | 标杆管理答案
Benchmarking means comparing a firm's performance metrics, such as unit costs, customer satisfaction or delivery time, with those of the best-performing organisations.
标杆管理是指将企业的绩效指标（如单位成本、客户满意度或交货时间）与表现最佳的组织进行比较。
Internal benchmarking compares performance between departments or branches of the same firm.
内部标杆管理比较同一公司各部门或分支机构之间的绩效。
Competitive benchmarking compares performance with direct competitors.
竞争标杆管理将绩效与直接竞争对手进行比较。
Functional benchmarking compares a specific function, such as logistics, with the best in any industry.
职能标杆管理将某一特定职能（如物流）与任何行业的最佳实践进行比较。
Generic benchmarking compares processes that are similar across industries, such as customer complaint handling.
通用标杆管理比较跨行业的类似流程，如客户投诉处理。
Benefits of benchmarking include identifying performance gaps, setting realistic targets and motivating employees to improve. However, limitations include difficulty obtaining reliable competitor data, high cost, and the risk that copying another firm's practice may not suit a different culture.
标杆管理的好处包括识别绩效差距、设定现实目标以及激励员工改进。然而，其局限性包括难以获得可靠的竞争对手数据、成本高，以及照搬他人做法可能不适合不同的企业文化。
6. Linking SWOT and PEST | 连接SWOT与PEST分析
PEST analysis feeds directly into the external half of SWOT. Political, economic, social and technological factors can become opportunities or threats depending on whether they help or harm the firm.
PEST分析直接为SWOT的外部部分提供信息。政治、经济、社会和技术因素可以成为机会或威胁，取决于它们是有助于还是有害于企业。
For example, a technological factor such as the growth of mobile payments is an opportunity for a bank with strong digital infrastructure, but a threat for a bank that relies on physical branches.
例如，移动支付增长这一技术因素，对于拥有强大数字基础设施的银行是机会，但对于依赖实体网点的银行则是威胁。
In an exam answer, you can use a small table to show the link. Start with PEST factor, then classify it as opportunity or threat, then explain the impact on profit or market share.
在考试答案中，你可以用一个简表来展示这种联系。先列出PEST因素，再将其归类为机会或威胁，然后解释对利润或市场份额的影响。
7. Mini Case Study Answers | 迷你案例研究答案
Read the following mini case and answer the question using strategic analysis.
阅读以下迷你案例，并运用战略分析回答问题。
Case: TechCare plc is a UK-based manufacturer of medical devices. It has a strong research team and good hospital relationships. However, its production costs are 15% higher than Asian rivals. The government has just announced lower import tariffs on medical equipment, and an ageing population is increasing demand for remote patient monitoring devices.
案例：TechCare plc是一家总部位于英国的医疗器械制造商。它拥有强大的研发团队和良好的医院关系。然而，其生产成本比亚洲竞争对手高15%。政府刚刚宣布降低医疗设备进口关税，人口老龄化正在增加对远程病人监测设备的需求。
Model answer: Use SWOT to structure the analysis.
参考答案：使用SWOT来组织分析。
Strength: strong research team and existing hospital relationships can support new product development and distribution.
优势：强大的研发团队和现有的医院关系可以支持新产品开发和分销。
Weakness: production costs are 15% higher than Asian rivals, which may reduce price competitiveness.
劣势：生产成本比亚洲竞争对手高15%，这可能降低价格竞争力。
Opportunity: an ageing population increases demand for remote patient monitoring devices, a growing market.
机会：人口老龄化增加了对远程病人监测设备的需求，这是一个增长中的市场。
Threat: lower import tariffs on medical equipment may allow cheaper Asian rivals to enter the UK market.
威胁：降低医疗设备进口关税可能使更便宜的亚洲竞争对手进入英国市场。
Evaluation: The most significant factor is likely the threat from lower tariffs, because price competition could erode TechCare's market share even if it has good products. The company should consider cost reduction or product differentiation.
评估：最重要的因素可能是进口关税降低带来的威胁，因为即使TechCare拥有好产品，价格竞争也可能侵蚀其市场份额。公司应考虑降低成本或产品差异化。
8. Evaluation Practice Answers | 评估练习答案
Question: Evaluate the usefulness of strategic analysis tools such as PEST and SWOT for a business facing rapid technological change.
问题：评估PEST和SWOT等战略分析工具对面临快速技术变革的企业有多大用处。
Strong evaluation answers should not simply describe the tools. They must weigh benefits against limitations and make a final judgement.
优秀的评估答案不应只描述这些工具。它们必须权衡优缺点并做出最终判断。
Usefulness: PEST forces managers to scan the external environment and anticipate technological changes before they hurt the business.
有用之处：PEST促使管理者扫描外部环境，在技术变革损害企业之前提前预判。
Usefulness: SWOT links external opportunities to internal strengths, helping the firm build a competitive strategy.
有用之处：SWOT将外部机会与内部优势联系起来，帮助企业制定竞争战略。
Limitation: PEST and SWOT are static snapshots. Rapid technological change may make the analysis outdated very quickly.
局限：PEST和SWOT是静态快照。快速的技术变革可能使分析很快过时。
Limitation: The tools rely on subjective judgement and incomplete information; different managers may interpret the same data differently.
局限：这些工具依赖主观判断和不完整信息；不同的管理者可能对相同数据做出不同解读。
Judgement: Strategic analysis tools are useful as a starting point, but they cannot replace continuous monitoring. In fast-changing technology industries, businesses should combine PEST and SWOT with scenario planning and flexible decision-making.
判断：战略分析工具作为出发点是很有用的，但不能取代持续监测。在技术快速变化的行业，企业应将PEST和SWOT与情景规划和灵活决策结合起来。
9. Common Misconceptions and Corrections | 常见误区与纠正
These corrections target the most frequent errors in Chapter 32 worksheets. Use them to self-check your answers.
以下纠正针对第32章工作表中最常见的错误。你可以用它们来检查自己的答案。
Misconception: A high market share is always a strength. Correction: It is only a strength if it leads to higher profits or lower costs; otherwise it may attract competition.
误区：高市场份额总是优势。纠正：只有当它带来更高利润或更低成本时才是优势；否则它可能吸引竞争。
Misconception: PEST and SWOT are the same. Correction: PEST is external only; SWOT includes both internal and external factors.
误区：PEST和SWOT是一样的。纠正：PEST只分析外部；SWOT同时包含内部和外部因素。
Misconception: Weaknesses and threats are the same. Correction: Weaknesses are internal, threats are external.
误区：劣势和威胁是相同的。纠正：劣势是内部的，威胁是外部的。
Misconception: Benchmarking always improves performance. Correction: Benchmarking only helps if the firm acts on the findings and adapts best practice to its context.
误区：标杆管理总能提高绩效。纠正：只有当企业根据调查结果采取行动，并将最佳实践适应自身情境时，标杆管理才有帮助。
Misconception: Core competence is any skill the firm has. Correction: It must be hard for rivals to imitate and must create value.
误区：核心能力是公司拥有的任何技能。纠正：它必须难以被竞争对手模仿，并且必须创造价值。
10. Quick Quiz Answers | 快速测验答案
Use these short answers to check your understanding. In the real worksheet, show your working or reasoning where the question asks for application.
使用这些简短答案来检查你的理解。在实际工作表中，如果题目要求应用，请展示你的推理过程。
Q1: State two external factors in a SWOT analysis. A: Opportunities and threats.
问题1：写出SWOT分析中的两个外部因素。答案：机会和威胁。
Q2: Give one example of a social factor in PEST. A: Ageing population, changing lifestyle, or rising education levels.
问题2：举出PEST中一个社会因素的例子。答案：人口老龄化、生活方式改变或教育水平提高。
Q3: What is the difference between internal and external benchmarking? A: Internal benchmarking compares different parts of the same business; external benchmarking compares with outside organisations.
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