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resources."},{"text":"When sales increase despite costs, risks and management pressure.","correct":false,"explanation":"Higher sales do not guarantee worthwhile growth because costs may rise even faster. Growth is worthwhile only when its benefits outweigh the associated costs, risks and management pressure."},{"text":"When competitors face greater costs, risks and management pressure.","correct":false,"explanation":"Growth pursued solely to overtake competitors may damage profitability or overstretch resources. It is worthwhile when the resulting benefits exceed its costs, risks and management pressure."},{"text":"When growth increases costs, risks and management pressure.","correct":false,"explanation":"Management pressure is a disadvantage rather than evidence that growth is worthwhile. The benefits must outweigh this pressure together with the costs and risks involved."}]},{"id":"75c864a9-4635-4907-afef-e2dc1b5095d9","cardType":"basic","points":1,"front":"How do you calculate market share?","back":"$$\\text{Market share}=\\frac{\\text{business sales}}{\\text{total market sales}}\\times 100$","mcqOptions":[{"text":"$$\\text{Market share}=\\frac{\\text{business sales}}{\\text{total market sales}}\\times 100$","correct":true,"explanation":"Market share is the business’s sales divided by total sales in the market, multiplied by 100 to express the resulting proportion as a percentage."},{"text":"$$\\text{Market share}=\\frac{\\text{total market sales}}{\\text{business sales}}\\times 100$","correct":false,"explanation":"Reversing the fraction calculates how many times total market sales exceed the business’s sales. Market share places business sales over total market sales, then multiplies by 100."},{"text":"$$\\text{Market share}=\\frac{\\text{business sales}}{\\text{competitors' sales}}\\times 100$","correct":false,"explanation":"Dividing by competitors’ sales excludes the business from the market total and therefore overstates its share. The denominator must be total market sales."},{"text":"$$\\text{Market share}=\\text{business sales}\\times\\text{total market sales}\\times 100$","correct":false,"explanation":"Multiplying business and market sales does not produce a meaningful proportion. Market share is found by dividing business sales by total market sales and multiplying by 100."}]},{"id":"93e8fc60-90a7-40ec-9aea-e690a9545901","cardType":"basic","points":2,"front":"If a firm’s sales rise slower than the whole market, what happens to market share?","back":"It may fall because the market grew faster.","mcqOptions":[{"text":"It may fall because the market grew faster.","correct":true,"explanation":"Market share compares the firm’s sales with total market sales. If the overall market grows faster, the firm represents a smaller proportion of that total."},{"text":"It may rise because the firm’s sales increased.","correct":false,"explanation":"An increase in the firm’s sales does not necessarily increase its market share. Its share may fall because total market sales are growing at a faster rate."},{"text":"It may stay constant because both sales figures grew.","correct":false,"explanation":"Market share remains unchanged only when the firm and market grow at the same rate. Here, the market grows faster, so the firm’s share may fall."},{"text":"It may double because the whole market expanded.","correct":false,"explanation":"Slower growth relative to the market reduces rather than doubles the firm’s proportion of total sales. Its market share may fall because the market grew faster."}]},{"id":"d7168124-8a30-4f76-90da-fdd7ee6bb933","cardType":"cloze","points":null,"front":"Internal growth is also called [ ]; external growth is also called [ ].","back":"Internal growth is also called organic growth; external growth is also called inorganic growth.","mcqOptions":[{"text":"Internal growth is also called organic growth; external growth is also called inorganic growth.","correct":true,"explanation":"Organic growth is generated internally through activities such as increasing sales or opening locations. Inorganic growth occurs externally through mergers or takeovers."},{"text":"Internal growth is also called inorganic growth; external growth is also called organic growth.","correct":false,"explanation":"This reverses the standard terminology. Growth developed from within a business is organic, while growth achieved through mergers or takeovers is inorganic."},{"text":"Internal growth is also called horizontal growth; external growth is also called vertical growth.","correct":false,"explanation":"Horizontal and vertical growth describe directions of integration, not the distinction between internal and external growth. The correct terms are organic growth and inorganic growth respectively."},{"text":"Internal growth is also called market development; external growth is also called diversification.","correct":false,"explanation":"Market development and diversification are Ansoff strategies rather than alternative names for internal and external growth. These growth methods are called organic and inorganic growth respectively."}]},{"id":"b21fe3f3-ca74-4173-b68a-4b4808b9f082","cardType":"cloze","points":null,"front":"The Ansoff Matrix links growth choices to existing or new [ ] and [ ].","back":"The Ansoff Matrix links growth choices to existing or new products and markets.","mcqOptions":[{"text":"The Ansoff Matrix links growth choices to existing or new products and markets.","correct":true,"explanation":"The Ansoff Matrix classifies growth strategies according to whether the business targets existing or new products and existing or new markets."},{"text":"The Ansoff Matrix links growth choices to existing or new customers and competitors.","correct":false,"explanation":"Customers and competitors may influence strategy, but they are not the Matrix’s two dimensions. The Ansoff Matrix compares existing or new products and markets."},{"text":"The Ansoff Matrix links growth choices to existing or new products and distribution channels.","correct":false,"explanation":"Products form one Ansoff dimension, but distribution channels do not form the other. The second dimension distinguishes between existing and new markets."},{"text":"The Ansoff Matrix links growth choices to existing or new employees and markets.","correct":false,"explanation":"Markets form one Ansoff dimension, but employees do not form the other. The model links existing or new products with existing or new markets."}]},{"id":"fc53e9bd-3349-46c1-a052-3ebce5645165","cardType":"basic","points":2,"front":"Why can increasing output reduce average costs?","back":"It can create economies of scale.","mcqOptions":[{"text":"It can create economies of scale.","correct":true,"explanation":"A larger scale of production can spread fixed costs and enable operational efficiencies, creating economies of scale and reducing average cost per unit."},{"text":"It can create diseconomies of scale.","correct":false,"explanation":"Diseconomies of scale raise average costs when a business becomes too large or difficult to coordinate. Falling average costs result from economies of scale."},{"text":"It can create price elasticity of demand.","correct":false,"explanation":"Price elasticity describes how strongly demand responds to a price change, not why average production costs fall. Increasing output can instead generate economies of scale."},{"text":"It can create a shortage of capacity.","correct":false,"explanation":"A capacity shortage prevents a business from producing enough output and may increase costs. Higher output can reduce average costs by creating economies of scale."}]},{"id":"6d94f5c6-5463-4a53-964d-7436f025b706","cardType":"basic","points":2,"front":"What happens if output rises faster than demand?","back":"Unsold stock builds up, tying up cash.","mcqOptions":[{"text":"Unsold stock builds up, tying up cash.","correct":true,"explanation":"When production exceeds customer demand, goods remain unsold as inventory. The money spent producing them is therefore unavailable for other business needs."},{"text":"A cash surplus builds up, increasing liquidity.","correct":false,"explanation":"A cash surplus does not automatically arise when output exceeds demand. Instead, unsold stock accumulates and ties up money spent on materials, labour and production."},{"text":"An order backlog builds up, delaying customers.","correct":false,"explanation":"An order backlog occurs when demand exceeds the firm’s ability to supply, which is the reverse situation. Excess output instead causes unsold stock to build up."},{"text":"Excess demand builds up, raising prices.","correct":false,"explanation":"Excess output does not itself create extra demand; it leaves more goods than customers wish to buy. Unsold stock therefore accumulates and ties up cash."}]},{"id":"00041fc0-a7f0-4eae-ab1d-33b53d472a95","cardType":"basic","points":2,"front":"How can attracting new customers reduce profit margins?","back":"Promotional discounts may cut margins.","mcqOptions":[{"text":"Promotional discounts may cut margins.","correct":true,"explanation":"Discounts may attract additional customers but reduce the revenue earned per unit. Unless costs fall sufficiently, the profit margin on each sale becomes smaller."},{"text":"Premium prices may cut margins.","correct":false,"explanation":"Premium pricing raises rather than reduces the amount earned per unit, assuming sales continue. Promotional discounts are the customer-attraction method that may cut profit margins."},{"text":"Supplier discounts may cut margins.","correct":false,"explanation":"Lower supplier prices reduce input costs and would usually increase profit margins. By contrast, promotional discounts lower sales revenue per unit and may reduce margins."},{"text":"Higher productivity may cut margins.","correct":false,"explanation":"Higher labour productivity lowers labour cost per unit and generally supports wider margins. Promotional discounts can cut margins because customers pay less for each unit."}]},{"id":"20cdb4f9-d953-4b16-a4a8-cdc4845fb7f5","cardType":"basic","points":2,"front":"What cost risk comes with product development?","back":"Research and development spending may be wasted.","mcqOptions":[{"text":"Research and development spending may be wasted.","correct":true,"explanation":"Developing products requires expenditure before commercial success is known. If development fails or customers reject the product, the business may not recover its research and development costs."},{"text":"Advertising and promotion spending may be wasted.","correct":false,"explanation":"Advertising expenditure is a marketing cost rather than the central cost risk of product development. The relevant risk is that research and development spending produces no commercially successful product."},{"text":"Recruitment and training spending may be wasted.","correct":false,"explanation":"Recruitment and training may create staffing costs, but they are not the characteristic cost risk of developing a product. Research and development spending may be lost if development fails."},{"text":"Distribution and delivery spending may be wasted.","correct":false,"explanation":"Distribution and delivery costs arise mainly when supplying products to customers, not when creating them. Product development risks wasting research and development spending if the resulting product is unsuccessful."}]},{"id":"a5919aa1-6474-494f-9df9-6c9f4b49c32f","cardType":"cloze","points":null,"front":"Market penetration means selling [ ] in [ ].","back":"Market penetration means selling existing products in existing markets.","mcqOptions":[{"text":"Market penetration means selling existing products in existing markets.","correct":true,"explanation":"Market penetration seeks growth by increasing sales of a business’s current products among customers in markets where it already operates, often through promotion or competitive pricing."},{"text":"Market penetration means selling new products in existing markets.","correct":false,"explanation":"Selling new products in existing markets is product development in the Ansoff matrix. Market penetration instead involves selling existing products in existing markets."},{"text":"Market penetration means selling existing products in new markets.","correct":false,"explanation":"Selling existing products in new markets is market development, such as entering another country. Market penetration focuses on existing products and existing markets."},{"text":"Market penetration means selling new products in new markets.","correct":false,"explanation":"Selling new products in new markets is diversification, the highest-risk Ansoff strategy. Market penetration uses existing products in markets the business already serves."}]},{"id":"a2b35f91-4f12-4e52-8cc5-beaf48a063e5","cardType":"basic","points":1,"front":"What competitive risk can increasing market share provoke?","back":"Competitors may start price wars.","mcqOptions":[{"text":"Competitors may start price wars.","correct":true,"explanation":"Competitors threatened by a firm’s growing market share may repeatedly cut prices in response. A price war can reduce profit margins for every business in the market."},{"text":"Suppliers may demand higher prices.","correct":false,"explanation":"Higher input prices are a supplier-related cost risk, not the main competitive response to increasing market share. Rival businesses may instead retaliate by starting price wars."},{"text":"Employees may demand higher wages.","correct":false,"explanation":"Wage demands are an employee-relations and cost issue rather than a reaction from competitors. Growing market share can provoke rivals into price wars that reduce industry profitability."},{"text":"Shareholders may demand higher dividends.","correct":false,"explanation":"Dividend expectations concern the relationship between a business and its shareholders, not competitive retaliation. Competitors threatened by market-share growth may respond by starting price wars."}]},{"id":"f51ab0ac-8f94-4236-9751-e4fea11e3d1f","cardType":"cloze","points":null,"front":"In franchising, the [ ] allows the [ ] to trade using its brand and model.","back":"In franchising, the franchisor allows the franchisee to trade using its brand and model.","mcqOptions":[{"text":"In franchising, the franchisor allows the franchisee to trade using its brand and model.","correct":true,"explanation":"The franchisor owns the established brand and business model and grants the franchisee permission to use them, normally in return for initial fees and ongoing royalties."},{"text":"In franchising, the franchisee allows the franchisor to trade using its brand and model.","correct":false,"explanation":"This reverses the two roles. The franchisor owns and licenses the brand and business model, while the franchisee receives permission to operate under them."},{"text":"In franchising, the franchisor allows the customer to trade using its brand and model.","correct":false,"explanation":"A customer buys the franchise’s goods or services but does not receive trading rights. The franchisor grants those rights to the franchisee."},{"text":"In franchising, the franchisee allows the employee to trade using its brand and model.","correct":false,"explanation":"An employee may work at a franchised outlet but does not receive a licence from the franchisee to use the brand. The franchisor grants that licence to the franchisee."}]},{"id":"51ac5a04-0f75-4772-bf8c-895055895bc3","cardType":"basic","points":2,"front":"Why can franchising allow rapid growth with less capital?","back":"Franchisees often fund their own outlets.","mcqOptions":[{"text":"Franchisees often fund their own outlets.","correct":true,"explanation":"Franchisees commonly provide the capital needed to establish and equip their outlets. This lets the franchisor expand its network without financing every new location itself."},{"text":"Franchisors often fund their own outlets.","correct":false,"explanation":"If the franchisor funded every outlet, expansion would require more of its own capital. Franchising supports rapid growth because franchisees usually finance their own outlets."},{"text":"Customers often fund their own outlets.","correct":false,"explanation":"Customers pay for products or services rather than financing the establishment of outlets. Franchisees usually invest their own capital to open and operate franchised locations."},{"text":"Suppliers often fund their own outlets.","correct":false,"explanation":"Suppliers provide inputs and may offer trade credit, but they do not normally finance franchised locations. Franchisees typically fund their own outlets, reducing the franchisor’s capital requirement."}]},{"id":"8f420e5c-c9ae-4b5e-b806-463e696a918c","cardType":"basic","points":2,"front":"What is the main brand risk of franchising?","back":"Poor franchisee service can damage the whole brand.","mcqOptions":[{"text":"Poor franchisee service can damage the whole brand.","correct":true,"explanation":"Customers often associate an individual outlet’s poor service with the brand itself. One franchisee’s failure can therefore harm reputation and demand across the entire franchise network."},{"text":"Poor franchisee service can damage the individual outlet only.","correct":false,"explanation":"This overlooks reputational spillover across the network. Customers connect each franchised outlet with the shared brand, so poor service can damage the whole brand rather than only one outlet."},{"text":"High franchise fees can damage the franchisee’s cash flow.","correct":false,"explanation":"High fees may create a financial risk for a franchisee, but they are not the main brand risk. Poor franchisee service can harm the reputation of the whole brand."},{"text":"Rapid outlet growth can damage the franchisor’s cash flow.","correct":false,"explanation":"Franchising generally reduces the franchisor’s capital burden because franchisees fund outlets. The principal brand risk is that poor service by one franchisee damages the whole brand."}]},{"id":"1bf1f139-afd9-456d-a0c3-ad93411b85e3","cardType":"basic","points":3,"front":"How does a merger differ from a takeover?","back":"

Merger: two firms agree to combine.
Takeover: one firm buys control of another.

","mcqOptions":[{"text":"

Merger: two firms agree to combine.
Takeover: one firm buys control of another.

","correct":true,"explanation":"A merger is a mutually agreed combination of businesses, whereas a takeover occurs when an acquiring firm purchases enough of another business to gain control."},{"text":"

Merger: one firm buys control of another.
Takeover: two firms agree to combine.

","correct":false,"explanation":"This reverses the definitions. Two firms mutually agreeing to combine is a merger, while one firm purchasing control of another is a takeover."},{"text":"

Merger: two firms remain completely separate.
Takeover: one firm sells goods for another.

","correct":false,"explanation":"Remaining separate does not constitute a merger, and selling another firm’s goods is not a takeover. A merger combines firms by agreement; a takeover transfers control through purchase."},{"text":"

Merger: one firm licenses its brand to another.
Takeover: two firms form a temporary project.

","correct":false,"explanation":"Brand licensing describes franchising, while a temporary shared project resembles a joint venture. A merger is an agreed combination, whereas a takeover involves purchasing control."}]},{"id":"adde4c7a-41b1-4916-af08-649f9e453845","cardType":"cloze","points":null,"front":"Horizontal integration happens between businesses at the [ ], often direct competitors.","back":"Horizontal integration happens between businesses at the same stage of production, often direct competitors.","mcqOptions":[{"text":"same stage of production","correct":true,"explanation":"Horizontal integration joins businesses operating at the same point in the production process, such as two retailers or two manufacturers, which are often direct competitors."},{"text":"different stages of production","correct":false,"explanation":"Joining businesses at different stages of production is vertical integration, such as a manufacturer acquiring a supplier. Horizontal integration occurs at the same stage of production."},{"text":"same geographical market","correct":false,"explanation":"Operating in the same geographical market does not establish where firms sit in the production process. Horizontal integration specifically joins businesses at the same stage of production."},{"text":"same level of profitability","correct":false,"explanation":"Profitability does not determine the type of integration, and businesses with different profits can integrate horizontally. The defining feature is operating at the same stage of production."}]},{"id":"56dd39f1-2618-4e12-a558-74315b05bb7a","cardType":"basic","points":2,"front":"Why might the CMA investigate horizontal integration?","back":"It may reduce competition.","mcqOptions":[{"text":"It may reduce competition.","correct":true,"explanation":"Horizontal integration combines businesses at the same stage of production, potentially increasing market concentration and reducing consumer choice, so the CMA may investigate its effect on competition."},{"text":"It may reduce production costs.","correct":false,"explanation":"Lower production costs may benefit the merged business, but they are not the CMA’s central concern. The CMA investigates because horizontal integration may reduce competition within the market."},{"text":"It may increase staff training.","correct":false,"explanation":"Changes to staff training are an internal management matter rather than a reason for CMA intervention. The relevant concern is that horizontal integration may reduce competition."},{"text":"It may improve product quality.","correct":false,"explanation":"Improved product quality could benefit consumers and would not itself prompt an investigation. The CMA intervenes because horizontal integration may reduce competition and consumer choice."}]},{"id":"9e397e96-e511-4a2f-a5e1-ef611c1a22d3","cardType":"basic","points":1,"front":"A manufacturer buys its supplier. What integration type is this?","back":"Backward vertical integration.","mcqOptions":[{"text":"Backward vertical integration.","correct":true,"explanation":"The manufacturer is moving backwards along the supply chain by acquiring a business that provides its inputs, making this backward vertical integration."},{"text":"Forward vertical integration.","correct":false,"explanation":"Forward vertical integration occurs when a business acquires a customer or distributor, such as a retailer. Buying a supplier means moving backwards, so it is backward vertical integration."},{"text":"Horizontal integration.","correct":false,"explanation":"Horizontal integration joins businesses at the same stage of production, usually competitors. A supplier operates at an earlier stage, so this is backward vertical integration."},{"text":"Conglomerate integration.","correct":false,"explanation":"Conglomerate integration combines businesses in unrelated markets. A manufacturer and its supplier are connected within the same supply chain, making this backward vertical integration."}]},{"id":"e786f6c3-5c83-4b17-bb8a-8a4acf58c928","cardType":"basic","points":2,"front":"What supply-chain benefit can backward vertical integration give?","back":"More reliable supply.","mcqOptions":[{"text":"More reliable supply.","correct":true,"explanation":"Owning a supplier gives the manufacturer greater control over the availability and timing of essential inputs, making its supply more reliable."},{"text":"More reliable demand.","correct":false,"explanation":"Buying a supplier increases control over inputs, not customer demand for the finished product. The relevant benefit is a more reliable supply of materials or components."},{"text":"More reliable advertising.","correct":false,"explanation":"Advertising is a marketing activity and is not secured by acquiring an upstream supplier. Backward vertical integration can instead make the supply of inputs more reliable."},{"text":"More reliable distribution.","correct":false,"explanation":"Greater control over distribution normally comes from forward vertical integration, such as buying a retailer. Acquiring a supplier instead gives the manufacturer a more reliable supply."}]},{"id":"b78f2b8d-2d6c-49d3-aa04-8311aef7a249","cardType":"basic","points":1,"front":"A manufacturer buys a retailer. What integration type is this?","back":"Forward vertical integration.","mcqOptions":[{"text":"Forward vertical integration.","correct":true,"explanation":"The manufacturer is moving forwards along the supply chain towards the final customer by acquiring a retailer, making this forward vertical integration."},{"text":"Backward vertical integration.","correct":false,"explanation":"Backward vertical integration involves acquiring a supplier at an earlier stage of production. Buying a retailer moves the manufacturer towards customers, so it is forward vertical integration."},{"text":"Horizontal integration.","correct":false,"explanation":"Horizontal integration combines businesses operating at the same stage of production. A retailer is further along the supply chain, so this is forward vertical integration."},{"text":"Conglomerate integration.","correct":false,"explanation":"Conglomerate integration involves businesses in unrelated markets. A manufacturer and retailer occupy connected stages of the same supply chain, making this forward vertical integration."}]},{"id":"5fb98cb8-2195-4172-a0a4-773252ee44dd","cardType":"cloze","points":null,"front":"The highest-risk Ansoff diversification is selling [ ] to [ ].","back":"The highest-risk Ansoff diversification is selling new products to new markets.","mcqOptions":[{"text":"The highest-risk Ansoff diversification is selling new products to new markets.","correct":true,"explanation":"Diversification combines both sources of uncertainty in the Ansoff matrix: the business develops unfamiliar products while also targeting markets in which it lacks experience."},{"text":"The highest-risk Ansoff diversification is selling existing products to new markets.","correct":false,"explanation":"Selling existing products in new markets is market development, not diversification. Diversification requires new products and new markets, making both the offering and the target market unfamiliar."},{"text":"The highest-risk Ansoff diversification is selling new products to existing markets.","correct":false,"explanation":"Selling new products to existing markets is product development, where customer knowledge reduces some uncertainty. Diversification means selling new products to new markets."},{"text":"The highest-risk Ansoff diversification is selling existing products to existing markets.","correct":false,"explanation":"Selling existing products to existing markets is market penetration, usually the lowest-risk Ansoff strategy. Diversification instead involves new products and new markets."}]},{"id":"2088e173-58a4-4ad0-96e7-f5a3609cb103","cardType":"basic","points":2,"front":"Why can diversification reduce risk?","back":"A decline in one market may be offset by another market.","mcqOptions":[{"text":"A decline in one market may be offset by another market.","correct":true,"explanation":"Diversification spreads activity across markets whose performance may differ, so stronger sales in another market can compensate for declining demand in one market."},{"text":"A decline in one market may be offset by the same market.","correct":false,"explanation":"Remaining dependent on the same market does not spread risk because the business is still exposed to that market’s decline. Diversification allows another market to offset it."},{"text":"A decline in one market may be offset by higher fixed costs.","correct":false,"explanation":"Higher fixed costs increase financial pressure rather than compensate for weaker sales. Diversification reduces risk when stronger performance in another market offsets the decline."},{"text":"A decline in one market may be offset by reduced cash flow.","correct":false,"explanation":"Reduced cash flow compounds the effects of a market decline rather than offsetting them. Diversification can reduce risk because another market may continue generating revenue."}]},{"id":"16903d25-6e61-4379-ad3a-d7260b89e8c9","cardType":"basic","points":2,"front":"Why does poor strategic fit make diversification risky?","back":"The new activity may not match existing strengths.","mcqOptions":[{"text":"The new activity may not match existing strengths.","correct":true,"explanation":"Poor strategic fit means the diversified activity does not align with the business’s existing capabilities, resources or knowledge, reducing its chance of competing successfully."},{"text":"The new activity may not match existing weaknesses.","correct":false,"explanation":"A mismatch with weaknesses is not the strategic-fit problem and may even avoid existing limitations. Risk arises when the activity fails to match the business’s existing strengths."},{"text":"The new activity may not match competitors’ strengths.","correct":false,"explanation":"Strategic fit concerns alignment with the diversifying business’s own resources and capabilities, not matching competitors. The risk is that the activity may not suit existing strengths."},{"text":"The new activity may not match current market growth.","correct":false,"explanation":"Market growth measures external attractiveness rather than internal strategic fit. Poor fit occurs when the new activity does not match the business’s existing strengths and capabilities."}]},{"id":"b434955f-e40c-4b6a-af24-18d8b9b90cef","cardType":"cloze","points":null,"front":"The extra value created by combining two businesses is called [ ].","back":"The extra value created by combining two businesses is called synergy.","mcqOptions":[{"text":"synergy","correct":true,"explanation":"Synergy is the additional value or benefit created when two combined businesses perform better together than they would have done separately."},{"text":"diversification","correct":false,"explanation":"Diversification means expanding into new products or markets, rather than the extra value generated by combining businesses. That additional combined value is called synergy."},{"text":"integration","correct":false,"explanation":"Integration describes the process of combining businesses or stages of a supply chain. The extra value resulting from that combination is specifically called synergy."},{"text":"economies of scale","correct":false,"explanation":"Economies of scale are reductions in average unit costs as output increases. The broader extra value created by combining two businesses is called synergy."}]}]}],"examCountdown":{"examDate":"2027-05-13","paperLabel":"Paper 1"},"heading":"Business growth","title":"Business growth Flashcards","topbar":{"backHref":"/a-level/business/edexcel/flashcards"},"topicSidebar":"$L38"}]}],"topicId":"9ecc16da-9460-59b6-847b-813acc3695ee","walled":"$L39"}],"$L3a","$L3b"]