📚 Worksheet Answers – Chapter 40: Strategic Analysis | 商务第40章练习答案：战略分析
This worksheet answer guide supports Cambridge International AS & A Level Business (9609), Chapter 40 Strategic Analysis. The model answers show how to define, apply, and evaluate the main tools: SWOT analysis, PESTLE, Porter's Five Forces, core competences, and the Boston Matrix.
本练习答案指南适用于剑桥国际AS与A Level商务（9609）第40章“战略分析”。参考答案展示了如何定义、应用和评估主要分析工具：SWOT分析、PESTLE、波特五力、核心竞争力以及波士顿矩阵。
1. Key Terms Quick Check | 关键术语快速检测
Let us begin by checking the definitions of terms that frequently appear in Chapter 40 worksheets. These terms are the building blocks of strategic analysis.
我们首先检查第40章练习中经常出现的术语定义。这些术语是战略分析的构建模块。
| Term | English definition | 中文解释 |
|---|---|---|
| Strategic analysis | The process of examining a business's internal resources and external environment to support long-term decisions. | 分析企业内部资源与外部环境以支持长期决策的过程。 |
| SWOT | Strengths, weaknesses, opportunities, and threats. Strengths and weaknesses are internal; opportunities and threats are external. | 优势、劣势、机会、威胁。优势与劣势属于内部因素；机会与威胁属于外部因素。 |
| PESTLE | Political, economic, social, technological, legal, and environmental factors that shape the external environment. | 影响外部环境的政治、经济、社会、技术、法律和环境因素。 |
| Core competence | A unique bundle of skills, knowledge, or technology that is difficult for competitors to imitate and that creates customer value. | 竞争对手难以模仿且能为顾客创造价值的独特技能、知识或技术组合。 |
| Competitive advantage | An advantage over competitors gained by offering greater value, often measured by higher margins, market share, or loyalty. | 通过提供更大价值而获得的相对竞争优势，通常体现在更高的利润率、市场份额或顾客忠诚度上。 |
| Boston Matrix | A portfolio tool that classifies products by market growth and relative market share into stars, cash cows, question marks, and dogs. | 按市场增长率和相对市场份额将产品分为明星、现金牛、问题类和瘦狗类的组合分析工具。 |
2. Explain one benefit and one limitation of SWOT analysis | 解释SWOT分析的一个优点和一个局限
One benefit of SWOT analysis is that it is simple and low-cost. It forces managers to look internally at strengths and weaknesses and externally at opportunities and threats at the same time, which helps avoid a one-sided view.
SWOT分析的一个优点是简单且成本低。它迫使管理者同时审视内部的优势与劣势以及外部的机会与威胁，有助于避免片面的判断。
One limitation of SWOT is that it is often too descriptive. It does not rank or weigh factors, so a long list of weaknesses may hide the two or three weaknesses that really damage competitiveness. Managers may also disagree on which factor is a strength or a weakness.
SWOT的一个局限是它往往过于描述性。它不会对因素进行排序或加权，因此一长串劣势可能会掩盖真正损害竞争力的两三个关键劣势。管理者也可能对某一因素究竟是优势还是劣势存在分歧。
Overall, SWOT is useful as a starting point, but it should be combined with other tools such as PESTLE and Porter's Five Forces to make the analysis more evaluative and decision-ready.
总体而言，SWOT作为起点很有用，但应与PESTLE和波特五力等工具结合使用，使分析更具评估性并更便于决策。
3. Apply PESTLE to a supermarket chain expanding into a new country | 将PESTLE应用于一家进入新国家的连锁超市
Political factors: the host government may impose limits on foreign ownership, require local partnership, or apply different competition rules. A supermarket must understand trade barriers and political stability before investing.
政治因素：东道国政府可能限制外资所有权、要求当地合作方，或实行不同的竞争规则。超市在投资前必须了解贸易壁垒和政局稳定性。
Economic factors: exchange rate volatility, local income levels, inflation, and unemployment all affect pricing and demand. A new entrant must decide whether to position itself as a premium or value retailer.
经济因素：汇率波动、当地收入水平、通货膨胀和失业率都会影响定价和需求。新进入者必须决定是定位为高端零售商还是平价零售商。
Social factors: dietary habits, religious customs, family size, and attitudes toward convenience shopping change the product mix and store format. For example, smaller households may prefer smaller stores and ready meals.
社会因素：饮食习惯、宗教习俗、家庭规模以及对便利购物的态度会改变产品组合和店铺形态。例如，小家庭可能更喜欢小型门店和即食食品。
Technological factors: digital payment systems, online shopping platforms, and supply chain software differ between countries. A supermarket that relies on advanced online ordering may struggle where internet access is limited.
技术因素：数字支付系统、线上购物平台和供应链软件因国家而异。依赖先进线上订购系统的超市可能在互联网接入受限的地区遇到困难。
Legal factors: employment law, planning permission, food safety standards, and labelling rules can raise set-up costs and slow expansion. Legal compliance is non-negotiable and must be budgeted for.
法律因素：就业法、规划许可、食品安全标准和标签规定可能提高设立成本并延缓扩张。法律合规是不可协商的，必须纳入预算。
Environmental factors: packaging rules, waste disposal, carbon taxes, and consumer demand for local sourcing may require greener logistics. Supermarkets increasingly need to show sustainability to protect their brand image.
环境因素：包装规定、废弃物处理、碳税以及消费者对本地采购的需求可能要求更绿色的物流。超市越来越需要展现可持续发展以保护品牌形象。
In evaluation, social and economic factors are usually the most important for a supermarket because they directly affect customer demand and store profitability.
评估来看，社会和经济因素通常对超市最为重要，因为它们直接影响顾客需求和门店盈利能力。
4. Use Porter's Five Forces to assess the attractiveness of entering the electric vehicle charging market | 用波特五力评估进入电动汽车充电市场的吸引力
Threat of new entrants: the threat is relatively high because charging hardware is becoming cheaper and technology standards are more open. However, access to suitable grid connections and prime urban sites is a significant barrier.
新进入者威胁：由于充电硬件越来越便宜、技术标准更加开放，新进入者威胁相对较高。但获得合适的电网接入和城市黄金地段是一个重要壁垒。
Bargaining power of suppliers: electricity generators and charging hardware providers have moderate power. In areas where grid capacity is scarce, utility suppliers can charge higher prices or delay connections.
供应商议价能力：电力供应商和充电设备制造商具有中等议价能力。在电网容量稀缺的地区，电力公司可能收取更高价格或拖延接入。
Bargaining power of buyers: retail customers and fleet operators can compare charging prices through mobile apps, so buyer power is high. Switching costs are low, and customers may choose whichever network is closest or cheapest.
购买者议价能力：个人客户和车队运营商可通过手机应用比较充电价格，因此买方议价能力较强。转换成本低，客户可选择最近或最便宜的网络。
Threat of substitutes: home charging, battery-swapping stations, and hydrogen fuel cells are potential substitutes. Home charging is the strongest substitute for daily urban use, while hydrogen is more relevant for long-distance freight.
替代品威胁：家庭充电、换电站和氢燃料电池是潜在的替代品。家庭充电是城市日常使用中最强的替代方式，而氢燃料更适合长途货运。
Competitive rivalry: existing utilities, oil companies, and specialist charging networks are expanding rapidly, leading to price competition and high marketing spend. Rivalry is therefore increasing.
行业竞争：现有电力公司、石油企业和专业充电网络正在快速扩张，导致价格竞争和高额营销支出。因此竞争强度正在上升。
Overall judgement: the market is becoming less attractive for late entrants unless they can secure exclusive site partnerships or lower-cost renewable energy supply.
总体判断：除非晚进入者能获得独家场地合作或低成本可再生能源供应，否则该市场的吸引力正在下降。
5. Distinguish between core competence and competitive advantage | 区分核心竞争力与竞争优势
A core competence is a unique bundle of skills, knowledge, or technology that a business does better than rivals. For example, Apple's ability to integrate hardware, software, and services is a core competence that competitors find difficult to copy.
核心竞争力是企业比竞争对手做得更好的独特技能、知识或技术组合。例如，苹果整合硬件、软件和服务的能力就是竞争对手难以复制的核心竞争力。
Competitive advantage is the market position that results from such strengths. It is measured by higher profit margins, larger market share, stronger customer loyalty, or the ability to charge premium prices.
竞争优势是由这些优势带来的市场地位。它体现在更高的利润率、更大的市场份额、更强的顾客忠诚度或收取溢价的能力上。
The link is that core competences can create competitive advantage only if they are valuable, rare, difficult to imitate, and supported by the organisation. This is often called the VRIN or VRIO test.
二者之间的联系在于：核心竞争力只有在有价值、稀有、难以模仿并得到组织支持时，才能创造竞争优势。这通常被称为VRIN或VRIO测试。
However, not every strength becomes an advantage. If customers do not value a competence, or if rivals can copy it quickly, the firm will not gain a sustainable competitive advantage.
然而，并非每项优势都能转化为竞争优势。如果顾客不看重某项能力，或者竞争对手能迅速模仿，企业就不会获得可持续的竞争优势。
6. Explain how the Boston Matrix can help a conglomerate manage its product portfolio | 解释波士顿矩阵如何帮助一家企业集团管理产品组合
The Boston Matrix places products into four categories based on market growth and relative market share. This helps a conglomerate see which products generate cash and which products need cash investment.
波士顿矩阵根据市场增长率和相对市场份额将产品分为四类。这有助于企业集团看清哪些产品产生现金，哪些产品需要现金投资。
| Category | Market growth | Relative market share | Strategy implication | 中文含义 |
|---|---|---|---|---|
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