📚 Worksheet Answers – Chapter 38: Strategic Choice | 第38章 战略选择 习题答案
This worksheet answer guide covers Chapter 38 on strategic choice in the Cambridge International A Level Business syllabus. It provides model answers for definitions, Ansoff’s matrix, Porter’s generic strategies, decision trees and evaluation questions. Use these answers to check your understanding and improve exam technique.
本练习答案指南覆盖剑桥A Level商务大纲第38章“战略选择”的内容。它提供定义、安索夫矩阵、波特基本竞争战略、决策树和评估题的参考答案。使用这些答案检查你的理解并提高考试技巧。
1. Define Strategic Choice | 战略选择的定义
Strategic choice is the process of selecting the most appropriate strategic option from the alternatives identified during strategic analysis. It follows the question ‘What are the possibilities?’ and answers ‘Which one should we commit resources to?’ It involves evaluating options against business objectives, resources and risk tolerance.
战略选择是从战略分析阶段识别出的备选方案中挑选最合适战略方案的过程。它承接“有哪些可能性？”这一问题，并回答“我们应该把资源投入到哪一个方案上？”。它涉及根据企业目标、资源和风险承受能力对选项进行评估。
A good strategic choice must be realistic, acceptable to stakeholders and sustainable over the long term. It is not just about choosing the option with the highest expected profit; it must also fit the business’s capabilities and external environment.
一个好的战略选择必须是现实可行的、利益相关者能够接受的，并且长期可持续。它不仅仅是选择预期利润最高的选项；它还必须适合企业的能力和外部环境。
2. Ansoff’s Matrix: Four Growth Strategies | 安索夫矩阵：四种增长战略
Ansoff’s matrix analyses growth strategies using two dimensions: product and market. It identifies four strategic options: market penetration, market development, product development and diversification. The level of risk increases as a business moves away from its existing products and markets.
安索夫矩阵使用产品和市场两个维度分析增长战略。它识别出四种战略选择：市场渗透、市场开发、产品开发和多元化。随着企业从现有产品和市场向外移动，风险水平会上升。
| Strategy | Product | Market | Risk level |
|---|---|---|---|
| Market penetration | Existing | Existing | Lowest |
| Market development | Existing | New | Medium |
| Product development | New | Existing | Medium-high |
| Diversification | New | New | Highest |
Market penetration involves selling more existing products to existing customers, for example through price promotion or loyalty schemes. Market development means entering new geographical markets or new customer segments with existing products. Product development means creating new products for existing markets, such as a new flavour of crisps. Diversification involves new products in new markets, which is the riskiest option because the business lacks experience in both areas.
市场渗透涉及向现有客户销售更多现有产品，例如通过价格促销或忠诚度计划。市场开发意味着用现有产品进入新的地理市场或新的客户细分市场。产品开发意味着为现有市场创造新产品，例如推出新口味的薯片。多元化涉及在新市场推出新产品，这是风险最大的选项，因为企业在这两个领域都缺乏经验。
3. Applying Ansoff’s Matrix to a Scenario | 将安索夫矩阵应用于情境题
Worksheet question: A fashion retailer currently sells clothing in its home country. It plans to launch an online store in Vietnam and also introduce a new line of sustainable footwear for its existing customers. Using Ansoff’s matrix, classify each decision.
练习题：一家时装零售商目前在本国销售服装。它计划在越南推出网上商店，同时为现有客户推出新的可持续鞋类产品线。使用安索夫矩阵，对每项决策进行分类。
Model answer: The launch of an online store in Vietnam is market development because the company is taking its existing clothing products into a new geographical market. The new sustainable footwear line is product development because it introduces a new product to the existing customer base. Neither decision involves diversification because the retailer is not moving into a completely new product and market area at the same time.
参考答案：在越南推出网上商店属于市场开发，因为该公司将其现有服装产品带入新的地理市场。新的可持续鞋类产品线属于产品开发，因为它向现有客户群体推出新产品。这两项决策都不涉及多元化，因为该零售商并没有同时进入全新的产品和市场领域。
4. Porter’s Generic Strategies | 波特的三大基本竞争战略
Porter argued that a business can gain competitive advantage through cost leadership, differentiation or focus. Cost leadership means becoming the lowest-cost producer in the industry, allowing the firm to offer lower prices or earn higher margins. Differentiation means making the product unique in ways that customers value, enabling a premium price. Focus means targeting a narrow market segment and serving it better than broad competitors.
波特认为，企业可以通过成本领先、差异化或聚焦战略获得竞争优势。成本领先意味着成为行业中成本最低的生产者，使企业能够提供更低的价格或获得更高的利润。差异化意味着使产品在客户看重的方面独一无二，从而能够收取溢价。聚焦意味着瞄准狭窄的细分市场，并比广泛竞争的对手更好地服务该市场。
A common worksheet question asks students to distinguish between cost leadership and differentiation. Cost leadership relies on operational efficiency, economies of scale and tight cost control. Differentiation relies on brand image, innovation, quality and customer service. A business that tries to pursue both without clear focus risks being ‘stuck in the middle’ with no competitive advantage.
常见的练习题要求学生区分成本领先和差异化。成本领先依赖于运营效率、规模经济和严格的成本控制。差异化依赖于品牌形象、创新、质量和客户服务。如果企业试图在没有明确重点的情况下同时追求两者，就可能陷入“夹在中间”的困境，从而失去竞争优势。
5. Factors Influencing Strategic Choice | 影响战略选择的因素
Businesses do not select strategies in isolation. Several internal and external factors influence the final strategic choice:
企业不会孤立地选择战略。若干内部和外部因素会影响最终的战略选择：
- Financial resources: expansion strategies such as diversification require large capital investment.
- Risk tolerance: a risk-averse management team may prefer market penetration over diversification.
- Stakeholder interests: shareholders may demand short-term profits, while employees may fear job losses from retrenchment.
- Corporate culture: an innovative culture may favour product development, while a conservative culture may prefer low-risk improvements.
- External environment: competitor actions, legal regulations and economic conditions can make some options more attractive than others.
- 财务资源：多元化等扩张战略需要大量资本投入。
- 风险承受能力：厌恶风险的管理团队可能更倾向于市场渗透，而不是多元化。
- 利益相关者的利益：股东可能要求短期利润，而员工可能担心收缩战略导致失业。
- 企业文化：创新文化可能倾向于产品开发，而保守文化可能更喜欢低风险的改进。
- 外部环境：竞争对手的行动、法律法规和经济状况会使某些选项比其他选项更有吸引力。
For example, a start-up with limited finance and no track record is unlikely to choose international diversification. It is more likely to choose market penetration in its domestic market to build cash flow and customer loyalty first.
例如，一家资金有限且没有业绩记录的新创企业不太可能选择国际多元化。它更可能先在国内市场选择市场渗透，以建立现金流和客户忠诚度。
6. Using Decision Trees to Compare Strategic Choices | 使用决策树比较战略选择
Decision trees are a quantitative tool used to compare strategic options under uncertainty. They show decision nodes, chance nodes and possible outcomes. Managers calculate the expected value of each option by multiplying each outcome’s value by its probability and summing the results.
决策树是一种在不确定条件下比较战略选择的定量工具。它们显示决策节点、机会节点和可能的结果。管理者通过将每个结果的价值乘以其概率并求和来计算每个选项的期望值。
Example worksheet question: A business must choose between Option A and Option B. Option A has a 60% chance of earning $80,000 and a 40% chance of losing $20,000. Option B has a 50% chance of earning $100,000 and a 50% chance of earning $10,000. Calculate the expected value of each option and recommend a choice.
示例练习题：一家企业必须在方案A和方案B之间做出选择。方案A有60%的概率赚取80,000美元，有40%的概率亏损20,000美元。方案B有50%的概率赚取100,000美元，有50%的概率赚取10,000美元。计算每个方案的期望值并推荐一个选择。
EV of Option A = (0.6 × $80,000) + (0.4 × -$20,000) = $48,000 – $8,000 = $40,000
EV of Option B = (0.5 × $100,000) + (0.5 × $10,000) = $50,000 + $5,000 = $55,000
Based on expected value alone, Option B is recommended because $55,000 is higher than $40,000. However, a risk-averse manager might still choose Option A if the possibility of a $20,000 loss in Option A is considered unacceptably high, or if the business cannot afford any loss.
仅根据期望值，建议选择方案B，因为55,000美元高于40,000美元。然而，如果风险厌恶型管理者认为方案A中20,000美元亏损的可能性太高，或者企业无法承受任何亏损，他们仍然可能选择方案A。
7. SWOT Analysis as an Input to Strategic Choice | SWOT分析作为战略选择的输入
SWOT analysis helps a business make strategic choices by linking internal strengths and weaknesses with external opportunities and threats. Strategies should build on strengths, overcome weaknesses, exploit opportunities and defend against threats. For example, a company with a strong brand and growing demand in Asia might choose market development into Asian countries.
SWOT分析通过将内部优势和劣势与外部机会和威胁联系起来，帮助企业做出战略选择。战略应当发挥优势、克服劣势、利用机会并抵御威胁。例如，一家拥有强大品牌且亚洲需求不断增长的公司可能会选择向亚洲国家进行市场开发。
Worksheet question: A manufacturer has high production costs but a strong distribution network. The government has just reduced import tariffs in a neighbouring country. Recommend a suitable strategic choice based on this SWOT profile.
练习题：一家制造商生产成本高，但拥有强大的分销网络。政府刚刚降低了一个邻国的进口关税。根据这一SWOT组合推荐一个合适的战略选择。
Model answer: The business could use its strong distribution network to enter the neighbouring market with existing products, which is market development. However, high production costs are a weakness, so the business may first need to improve efficiency or adopt a differentiation strategy to justify higher prices. Entering the new market without addressing the cost weakness could reduce profitability.
参考答案：该企业可以利用其强大的分销网络，以现有产品进入邻国市场，这就是市场开发。然而，生产成本高是一个劣势，因此企业可能首先需要提高效率，或采取差异化战略以证明较高价格的合理性。如果不解决成本劣势就进入新市场，可能会降低盈利能力。
8. Limitations of Strategic Choice Models | 战略选择模型的局限性
Ansoff’s matrix, Porter’s generic strategies and decision trees are useful, but they have limitations. Ansoff’s matrix does not consider the level of synergy between existing and new activities. It also does not measure the actual size of the risk or return. Porter’s model can be too simplistic because many successful businesses combine elements of cost leadership and differentiation, such as IKEA.
安索夫矩阵、波特基本竞争战略和决策树都很有用，但也存在局限性。安索夫矩阵没有考虑现有活动与新活动之间的协同效应水平。它也没有衡量风险或回报的实际大小。波特的模型可能过于简单，因为许多成功的企业将成本领先和差异化的要素结合起来，例如宜家。
Decision trees depend on estimated probabilities and future cash flows. If these estimates are inaccurate, the expected value will be misleading. Decision trees also ignore non-financial factors such as employee motivation, brand reputation and social impact. Therefore, strategic choice models should be used together with qualitative judgement, not as the only basis for decision making.
决策树依赖于估计的概率和未来现金流。如果这些估计不准确，期望值就会产生误导。决策树还忽略了非财务因素，如员工积极性、品牌声誉和社会影响。因此，战略选择模型应与定性判断结合使用，而不是作为决策的唯一依据。
9. Short-Answer Worksheet Questions and Model Answers | 简答题练习题及参考答案
Below are typical short-answer questions from a Chapter 38 worksheet, with concise model answers.
以下是第38章练习题中常见的简答题及简要参考答案。
Q1. State two advantages of using Ansoff’s matrix.
问题1：说出使用安索夫矩阵的两个优点。
Model answer: First, it provides a simple visual framework for comparing growth options. Second, it helps managers understand how risk increases as they move away from existing products and markets.
参考答案：第一，它提供了一个简单的可视化框架来比较增长选项。第二，它帮助管理者理解随着企业从现有产品和市场向外移动，风险是如何增加的。
Q2. Explain one benefit and one drawback of diversification.
问题2：解释多元化的一个好处和一个缺点。
Model answer: One benefit is risk spreading, because the business is not dependent on a single product or market. One drawback is the high risk of failure, because the business may lack experience and expertise in the new product and market.
参考答案：一个好处是分散风险，因为企业不再依赖于单一产品或市场。一个缺点是失败风险高，因为企业可能缺乏新产品和新市场的经验和专业知识。
Q3. Distinguish between market development and product development.
问题3：区分市场开发和产品开发。
Model answer: Market development sells existing products to new markets, whereas product development sells new products to existing markets. For example, opening stores in another country is market development, while launching a new flavour is product development.
参考答案：市场开发是将现有产品销售到新市场，而产品开发是将新产品销售给现有市场。例如，在另一个国家开设门店是市场开发，而推出新口味则是产品开发。
Q4. Why might a business choose cost leadership instead of differentiation?
问题4：为什么企业可能选择成本领先而不是差异化？
Model answer: A business might choose cost leadership if customers are highly price sensitive and the product is standardised. Cost leadership allows the firm to compete on price and still earn a profit, which is difficult with a differentiation strategy in a commodity market.
参考答案：如果顾客对价格高度敏感且产品是标准化的，企业可能会选择成本领先。成本领先使企业能够在价格上竞争并仍能获利，而在大宗商品市场中，差异化战略很难做到这一点。
10. Evaluation Practice Question and Model Answer | 评估练习题及参考答案
Worksheet question: Evaluate whether Ansoff’s matrix and decision trees should be used together when making strategic choices. (12 marks)
练习题：评估在做出战略选择时，安索夫矩阵和决策树是否应该一起使用。（12分）
Model answer: Ansoff’s matrix and decision trees serve different purposes, so using them together can improve strategic choice. Ansoff’s matrix helps managers generate and classify growth options qualitatively. It shows the direction of growth and the associated risk level. For example, it highlights that diversification is riskier than market penetration. However, it does not calculate the expected return of each option.
参考答案：安索夫矩阵和决策树服务于不同目的，因此结合使用可以改进战略选择。安索夫矩阵帮助管理者从定性角度生成和分类增长选项。它显示了增长方向和相关的风险水平。例如，它强调多元化比市场渗透风险更大。然而，它并没有计算每个选项的预期回报。
Decision trees provide a quantitative comparison of expected values. They force managers to estimate probabilities and cash flows, which makes the decision more objective. For instance, a decision tree can show that Option B has a higher expected value than Option A, even if Option A looks less risky in the Ansoff matrix.
决策树提供了对期望值的定量比较。它们迫使管理者估计概率和现金流，从而使决策更加客观。例如，决策树可以显示方案B的期望值高于方案A，即使方案A在安索夫矩阵中看起来风险更小。
However, both tools rely on estimates, and both ignore qualitative factors such as stakeholder reactions, corporate culture and brand impact. A business that relies only on these tools may make a financially attractive but culturally unworkable choice. Therefore, they should be used together with SWOT analysis and management judgement, not as the only basis for strategic choice.
然而，这两种工具都依赖于估计，并且都忽略了定性因素，如利益相关者的反应、企业文化和品牌影响。只依赖这些工具的企业可能会做出财务上有吸引力但在文化上不可行的选择。因此，它们应与SWOT分析和管理判断一起使用，而不是作为战略选择的唯一依据。
In conclusion, using Ansoff’s matrix and decision trees together is beneficial because one provides strategic direction and risk insight while the other quantifies expected returns. But they must be supplemented by qualitative analysis to make a well-rounded strategic choice.
总之，将安索夫矩阵和决策树结合使用是有益的，因为前者提供战略方向和风险洞察，后者量化预期回报。但它们必须辅以定性分析，才能做出全面的战略选择。
11. Key Command Terms and Common Mistakes | 关键指令词与常见错误
In worksheet answers, pay attention to command terms such as ‘define’, ‘explain’, ‘analyse’ and ‘evaluate’. Define requires a precise meaning. Explain requires a point plus a reason or example. Analyse requires breaking down into components. Evaluate requires balanced arguments and a justified conclusion.
在练习题答案中，注意“定义”“解释”“分析”和“评估”等指令词。定义要求给出准确含义。解释要求给出一个观点并加上原因或例子。分析要求分解为各个组成部分。评估要求给出平衡的论点并得出有依据的结论。
Common mistakes include: confusing market development with product development; forgetting that diversification involves both new products and new markets; calculating expected values without multiplying by probabilities; and giving only one side of an evaluation question. Avoid these by reading the question carefully and showing all workings for decision tree calculations.
常见错误包括：混淆市场开发与产品开发；忘记多元化同时涉及新产品和新市场；计算期望值时没有乘以概率；评估题只给出一个方面的观点。避免这些错误的方法是仔细阅读题目，并在决策树计算中写出所有步骤。
12. Summary Checklist for Chapter 38 Worksheet | 第38章练习题总结清单
Before moving on, check that you can do the following confidently:
在继续之前，检查你能否自信地完成以下内容：
- Define strategic choice and explain its role in strategic management.
- Draw and label Ansoff’s matrix and classify given strategies into the four quadrants.
- Explain Porter’s three generic strategies with examples.
- Calculate expected values from a decision tree and recommend a choice.
- Discuss factors that influence strategic choice in a given scenario.
- Evaluate the usefulness and limitations of strategic choice models.
- 定义战略选择并解释其在战略管理中的作用。
- 画出并标注安索夫矩阵，并将给定战略归入四个象限。
- 用例子解释波特的三大基本竞争战略。
- 根据决策树计算
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