Chapter 39 Worksheet Answers – Strategic Choice and Implementation | 第39章 练习答案 – 战略选择与实施

📚 Chapter 39 Worksheet Answers – Strategic Choice and Implementation | 第39章 练习答案 – 战略选择与实施

This worksheet answer guide covers Cambridge A-Level Business Chapter 39, Strategic Choice and Implementation. The questions are designed to build both knowledge and evaluation skills. Each model answer includes the command word, key terms, application, and a balanced evaluative judgement where required.

本练习解析涵盖剑桥 A-Level 商务第39章“战略选择与实施”。题目旨在培养知识运用与评估能力。每个参考答案都包含指令词、关键术语、案例应用，并在需要时给出平衡的评估结论。

1. Strategic Management: Core Concepts and Three Stages | 战略管理：核心概念与三阶段

Question: Define strategic management and explain its three stages. (4 marks)

题目：定义战略管理并解释其三个阶段。（4分）

Answer: Strategic management is the continuous process of setting long-term goals, analysing the internal and external environment, selecting the best course of action, and putting plans into practice. The three stages are strategic analysis, strategic choice, and strategic implementation. Strategic analysis uses tools such as SWOT and PEST to understand the firm’s position. Strategic choice generates options through frameworks like Ansoff’s Matrix or Porter’s generic strategies and selects the most suitable one. Strategic implementation converts the chosen strategy into operational plans, budgets, structures, and change programmes.

答案：战略管理是设定长期目标、分析内外部环境、选择最佳行动方案并将计划付诸实践的持续过程。三个阶段分别是战略分析、战略选择和战略实施。战略分析使用 SWOT、PEST 等工具了解企业的处境。战略选择通过安索夫矩阵或波特通用战略等框架提出备选方案并选出最合适的一个。战略实施将选定的战略转化为运营计划、预算、组织结构和变革方案。

Markers expect the three stages to be named clearly. Do not confuse strategic choice with operational decision-making; strategic choice sets direction for the whole business over several years.

阅卷人希望三个阶段被清晰命名。不要将战略选择与运营决策混淆；战略选择为整个企业设定数年的发展方向。

2. Corporate, Competitive and Functional Strategies | 公司战略、竞争战略与职能战略

Question: Distinguish between corporate strategy, competitive strategy, and functional strategy. (6 marks)

题目：区分公司战略、竞争战略和职能战略。（6分）

Answer: Corporate strategy is the overall direction of the whole business, such as which industries or markets to compete in. Competitive strategy sets out how the business will compete successfully in each market, often by cost leadership or differentiation. Functional strategy is concerned with how individual departments, such as marketing, operations, and finance, support the higher-level strategies. A good answer uses examples, such as a conglomerate deciding to divest a food division as corporate strategy, lowering costs through economies of scale as competitive strategy, and running a promotional campaign as functional strategy.

答案：公司战略是整个企业的总体方向，例如要进入哪些行业或市场。竞争战略确定企业如何在每个市场中成功竞争，通常通过成本领先或差异化来实现。职能战略则涉及营销、运营、财务等具体部门如何支持更高层级的战略。优秀答案会使用实例，例如企业集团决定剥离食品部门属于公司战略，通过规模经济降低成本属于竞争战略，开展促销活动属于职能战略。

The key distinction is scope and time horizon. Corporate strategy has the widest scope, functional strategy the narrowest. Functional strategies must align with competitive strategy, which in turn must support corporate strategy.

关键区别在于范围和时间跨度。公司战略范围最广，职能战略范围最窄。职能战略必须与竞争战略保持一致，竞争战略又必须支持公司战略。

3. Ansoff’s Matrix: Choosing Growth Directions | 安索夫矩阵：选择增长方向

Question: Using Ansoff’s Matrix, explain how a business can grow. (8 marks)

题目：运用安索夫矩阵，解释企业如何实现增长。（8分）

Answer: Ansoff’s Matrix identifies four growth strategies based on whether products and markets are new or existing. Market penetration sells existing products to existing markets, for example using loyalty schemes or price cuts. Product development sells new products to existing markets, such as a phone manufacturer launching a smartwatch. Market development sells existing products to new markets, such as exporting to another country or targeting a new age group. Diversification involves new products in new markets, the highest-risk option, but it can spread risk if the new market is unrelated.

答案：安索夫矩阵根据产品和市场是新的还是现有的，确定了四种增长战略。市场渗透将现有产品卖给现有市场，例如使用会员计划或降价。产品开发将新产品卖给现有市场，例如手机制造商推出智能手表。市场开发将现有产品卖给新市场，例如出口到另一个国家或瞄准新的年龄群体。多元化涉及在新市场推出新产品，是风险最高的选择，但如果新市场不相关，则可以分散风险。

Strong candidates evaluate the risks. Diversification offers the greatest potential growth but often fails because the firm lacks knowledge of the new market or product. Market penetration is usually least risky but may have limited growth potential if the market is saturated.

优秀答卷会评估风险。多元化的潜在增长最大，但往往因为企业缺乏对新市场或新产品的了解而失败。市场渗透通常风险最小，但如果市场饱和，增长潜力可能有限。

4. Decision Tree Calculations: Worked Example | 决策树计算：例题解析

Question: A firm has two options. Option A is to launch a new product at a cost of $200,000. There is a 0.6 probability of high demand giving a profit of $500,000, and a 0.4 probability of low demand giving a loss of $100,000. Option B is to expand an existing line at a cost of $100,000. There is a 0.7 probability of high demand giving a profit of $300,000, and a 0.3 probability of low demand giving a profit of $50,000. Calculate the expected values and recommend which option to choose. (10 marks)

题目：某企业有两个方案。方案 A 是推出新产品，成本为 200,000 美元。高需求概率为 0.6，利润为 500,000 美元；低需求概率为 0.4，亏损为 100,000 美元。方案 B 是扩建现有产品线，成本为 100,000 美元。高需求概率为 0.7，利润为 300,000 美元；低需求概率为 0.3，利润为 50,000 美元。计算期望值并建议选择哪个方案。（10分）

Expected value = Σ (probability × outcome)

Option A: EV = (0.6 × 500,000) + (0.4 × -100,000) = 300,000 – 40,000 = 260,000. Net expected value = 260,000 – 200,000 = 60,000.

Published by TutorHao | A-Level 商务 Revision Series | aleveler.com

更多咨询请联系16621398022（同微信）