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classified as external factors in a PEST analysis."},{"text":"internal","correct":false,"explanation":"Internal factors arise within a business, such as its staffing or management decisions. Social factors come from wider society, so the correct term is external."},{"text":"economic","correct":false,"explanation":"Economic factors form a separate part of PEST and include inflation, interest rates and growth. Changes in wider society affecting lifestyles are external social factors."},{"text":"technological","correct":false,"explanation":"Technological developments are a separate category within PEST. Social factors are external changes involving population, lifestyles, attitudes and patterns of behaviour."}]},{"id":"d9adfcab-f7fa-4d76-854c-dcbddadbda59","cardType":"cloze","points":null,"front":"Demographic change means a change in the [ ].","back":"Demographic change means a change in the structure of a population.","mcqOptions":[{"text":"structure of a population","correct":true,"explanation":"Demographic change concerns shifts in population structure, including its age profile, household composition, birth rate, death rate and patterns of migration."},{"text":"structure of an organisation","correct":false,"explanation":"Organisational structure describes internal roles and reporting relationships within a business. Demographic change instead means a change in the structure of a population."},{"text":"pattern of production costs","correct":false,"explanation":"Production costs concern business expenditure on inputs and operations, not demographics. Demographic change refers to changes in the structure of a population."},{"text":"level of market competition","correct":false,"explanation":"Market competition describes the number and strength of rival businesses. Demographic change concerns the structure of a population, such as its age distribution."}]},{"id":"08f6270f-8616-4ab7-8b92-c518ba270f51","cardType":"cloze","points":null,"front":"A higher proportion of older people is an [ ].","back":"A higher proportion of older people is an ageing population.","mcqOptions":[{"text":"ageing population","correct":true,"explanation":"An ageing population exists when older age groups make up an increasing proportion of the total population, often because people live longer or birth rates fall."},{"text":"ageing workforce","correct":false,"explanation":"A workforce includes only people who are employed or economically active. The statement concerns all people in society, so the correct term is ageing population."},{"text":"expanding youth population","correct":false,"explanation":"A growing proportion of older people indicates the opposite of a more youthful age structure. The correct description is an ageing population."},{"text":"increasing birth rate","correct":false,"explanation":"A birth rate measures the number of births rather than the proportion of older people. A higher share of older people describes an ageing population."}]},{"id":"c49cc38c-373b-4a47-b515-e23a0c7f616a","cardType":"basic","points":2,"front":"How can demographic change affect demand?","back":"It changes who buys and how many potential customers exist.","mcqOptions":[{"text":"It changes who buys and how many potential customers exist.","correct":true,"explanation":"Changes in population age, size or composition alter the types of consumers in a market and the total number who may want particular products."},{"text":"It changes where products are made and how efficiently employees work.","correct":false,"explanation":"Production location and employee efficiency are operational issues rather than direct effects on demand. Demographic change alters who buys and how many potential customers exist."},{"text":"It changes how much tax is paid and which laws businesses follow.","correct":false,"explanation":"Tax and legislation are mainly economic and political influences. Demographic change affects demand by altering who buys and how many potential customers exist."},{"text":"It changes who supplies inputs and how many competitors exist.","correct":false,"explanation":"Suppliers and competitors affect market supply and rivalry, not the demographic composition of demand. Demographic change alters buyers and the number of potential customers."}]},{"id":"88804a32-9ba0-4d4c-b6a3-89d081efec3c","cardType":"basic","points":1,"front":"What product-range response could a supermarket make in an ageing area?","back":"Offer more ready meals for one or two people.","mcqOptions":[{"text":"Offer more ready meals for one or two people.","correct":true,"explanation":"An ageing area may contain more older people living alone or in couples, increasing demand for convenient meals supplied in smaller portions."},{"text":"Offer more large family-sized multipacks.","correct":false,"explanation":"Large multipacks mainly target bigger households with several consumers. An ageing area is more likely to create demand for ready meals serving one or two people."},{"text":"Offer more children’s lunchbox snacks.","correct":false,"explanation":"Lunchbox products primarily target households with school-age children, whose market share may be smaller locally. Ready meals for one or two people better suit an ageing area."},{"text":"Offer more student stationery bundles.","correct":false,"explanation":"Student bundles respond to a younger local population rather than an ageing one. A suitable supermarket response is more ready meals for one or two people."}]},{"id":"1b70ff0b-9bd5-414b-916f-d5034d8bb41a","cardType":"basic","points":1,"front":"What threat can an ageing population create for youth-focused products?","back":"Demand may fall.","mcqOptions":[{"text":"Demand may fall.","correct":true,"explanation":"If young people form a smaller share of the population, fewer target customers may want youth-focused products, causing market demand to decrease."},{"text":"Demand may rise.","correct":false,"explanation":"This reverses the likely relationship. A smaller proportion of young consumers reduces the target market for youth-focused products, so demand may fall."},{"text":"Production costs may fall.","correct":false,"explanation":"Population ageing directly changes the composition of demand, not necessarily the cost of making products. For youth-focused goods, the relevant threat is that demand may fall."},{"text":"Supply may fall.","correct":false,"explanation":"This confuses a change in the customer base with a supply-side change. An ageing population can reduce the number of young buyers, so demand may fall."}]},{"id":"0e10ba47-fbb1-48b7-8682-42627363d32a","cardType":"cloze","points":null,"front":"Consumer tastes are preferences, likes and dislikes that influence what customers choose to [ ].","back":"Consumer tastes are preferences, likes and dislikes that influence what customers choose to buy.","mcqOptions":[{"text":"buy","correct":true,"explanation":"Consumer tastes shape purchasing choices by influencing which goods and services customers prefer and are therefore willing to buy."},{"text":"produce","correct":false,"explanation":"Production is carried out by businesses, whereas consumer tastes concern customer purchasing preferences. They influence what customers choose to buy."},{"text":"advertise","correct":false,"explanation":"Businesses usually decide what to advertise, while consumers decide what to purchase. Consumer tastes influence what customers choose to buy."},{"text":"supply","correct":false,"explanation":"Supply refers to what producers offer for sale rather than what customers select. Consumer tastes influence the products and services customers choose to buy."}]},{"id":"6a79c06c-77d8-4029-a6b7-6c6dc0ce0b53","cardType":"basic","points":1,"front":"What benefit can a business gain by spotting taste changes early?","back":"A competitive advantage.","mcqOptions":[{"text":"A competitive advantage.","correct":true,"explanation":"Identifying changing tastes early allows a business to adapt before rivals, meet emerging customer needs and potentially gain sales or market share."},{"text":"A cost disadvantage.","correct":false,"explanation":"Responding early may involve some development costs, but it does not inherently create a cost disadvantage. Meeting new preferences before rivals provides a competitive advantage."},{"text":"A guaranteed profit.","correct":false,"explanation":"Early identification improves a business’s position but cannot remove uncertainty or guarantee profitability. The realistic benefit is a competitive advantage over slower rivals."},{"text":"A legal protection.","correct":false,"explanation":"Legal protection comes from mechanisms such as patents, trademarks and copyright, not from market awareness. Spotting taste changes early can instead create a competitive advantage."}]},{"id":"bb59300e-1be7-4430-95e2-a282d8f26462","cardType":"basic","points":1,"front":"What risk can a business face if it reacts slowly to taste changes?","back":"It may lose market share.","mcqOptions":[{"text":"It may lose market share.","correct":true,"explanation":"Customers may switch to competitors whose products better reflect changing tastes, reducing the business’s sales as a proportion of total market sales."},{"text":"It may gain market share.","correct":false,"explanation":"Gaining market share is more likely when a business responds effectively to changing tastes. A slow response may instead cause customers to switch, resulting in lost market share."},{"text":"It may reduce competitive pressure.","correct":false,"explanation":"Changing tastes can intensify competitive pressure because rivals may adapt more quickly. A slow business risks losing market share rather than facing less competition."},{"text":"It may strengthen brand relevance.","correct":false,"explanation":"Brand relevance is strengthened by keeping products aligned with customer preferences. Reacting slowly makes the brand less relevant and may cause it to lose market share."}]},{"id":"04f4ab0d-b034-4d05-9352-7dbd67e41f96","cardType":"basic","points":2,"front":"Why might plant-based tastes change a food business’s supplier relationships?","back":"It needs suitable vegan or plant-based ingredients.","mcqOptions":[{"text":"It needs suitable vegan or plant-based ingredients.","correct":true,"explanation":"Meeting plant-based demand requires ingredients that contain no animal products, so the business may need to find, assess or develop relationships with suitable suppliers."},{"text":"It needs more meat-based or dairy-based ingredients.","correct":false,"explanation":"Increasing meat-based or dairy-based supplies conflicts with a shift towards plant-based tastes. The business instead needs suppliers offering suitable vegan or plant-based ingredients."},{"text":"It needs fewer fresh or specialist ingredients.","correct":false,"explanation":"Plant-based products may require new specialist inputs rather than fewer of them. Supplier relationships change because the business needs suitable vegan or plant-based ingredients."},{"text":"It needs larger quantities of existing ingredients.","correct":false,"explanation":"Simply purchasing more existing ingredients does not address a change in the type of food customers want. Suitable vegan or plant-based ingredients may be required instead."}]},{"id":"18e7963f-5149-4259-b788-2b7fa5227384","cardType":"basic","points":2,"front":"Why can responding to healthier tastes reduce short-term profit margins?","back":"Development, training or sourcing costs may rise.","mcqOptions":[{"text":"Development, training or sourcing costs may rise.","correct":true,"explanation":"Creating healthier products, training employees and obtaining different ingredients can increase costs before additional sales are secured, reducing profit margins in the short term."},{"text":"Development, training or sourcing costs may fall.","correct":false,"explanation":"Falling costs would normally increase rather than reduce profit margins. Responding to healthier tastes may lower short-term margins because development, training or sourcing costs may rise."},{"text":"Sales revenue from healthier products may rise.","correct":false,"explanation":"Higher sales revenue would generally support profit margins and does not explain their short-term reduction. The reduction occurs because development, training or sourcing costs may rise."},{"text":"Employee productivity and efficiency may rise.","correct":false,"explanation":"Greater productivity and efficiency would usually reduce unit costs and support margins. Short-term margins may instead fall because development, training or sourcing costs increase."}]},{"id":"0469d875-2dbb-41f3-9f7d-bb3e36cb16c1","cardType":"cloze","points":null,"front":"Lifestyle changes focus on people’s [ ], such as work, shopping, travel and leisure.","back":"Lifestyle changes focus on people’s habits and routines, such as work, shopping, travel and leisure.","mcqOptions":[{"text":"habits and routines","correct":true,"explanation":"Lifestyle describes how people live their everyday lives, so changes in work, shopping, travel and leisure are changes to their habits and routines."},{"text":"values and beliefs","correct":false,"explanation":"Values and beliefs are features of culture rather than the practical patterns of everyday life. Lifestyle changes concern people’s habits and routines."},{"text":"incomes and wealth","correct":false,"explanation":"Incomes and wealth are economic circumstances that can influence lifestyles, but they are not lifestyles themselves. The blank refers to people’s habits and routines."},{"text":"age and gender","correct":false,"explanation":"Age and gender are demographic characteristics, not patterns of behaviour. Lifestyle changes focus on habits and routines such as work, shopping, travel and leisure."}]},{"id":"3a3228c4-76b0-469e-b76d-153b9bf5ca84","cardType":"basic","points":2,"front":"How can hybrid working affect city-centre cafés?","back":"Weekday office-worker footfall may fall.","mcqOptions":[{"text":"Weekday office-worker footfall may fall.","correct":true,"explanation":"Hybrid working means employees spend fewer weekdays in city-centre offices, so fewer office workers may pass cafés and purchase food or drinks."},{"text":"Weekday office-worker footfall may rise.","correct":false,"explanation":"This reverses the likely relationship: hybrid workers commute to city centres less often. Consequently, weekday office-worker footfall at city-centre cafés may fall."},{"text":"Weekday office-worker spending may rise.","correct":false,"explanation":"Hybrid working primarily reduces the number of office workers present in city centres. The direct effect is falling weekday footfall, not necessarily higher spending."},{"text":"Weekend office-worker footfall may fall.","correct":false,"explanation":"The main effect concerns weekdays, when office employees would traditionally commute to work. Hybrid working can therefore reduce weekday office-worker footfall at city-centre cafés."}]},{"id":"b2dfe80b-fd44-4d51-ad88-ee89c28ea7fe","cardType":"basic","points":2,"front":"What location response could a coffee chain make if demand shifts to local neighbourhoods?","back":"Open more suburban branches.","mcqOptions":[{"text":"Open more suburban branches.","correct":true,"explanation":"If customers spend more time near home, suburban branches place the coffee chain closer to the neighbourhoods where demand is increasing."},{"text":"Open more city-centre branches.","correct":false,"explanation":"Expanding in city centres would not follow demand shifting towards local neighbourhoods. The chain should instead open more suburban branches closer to those customers."},{"text":"Open more airport branches.","correct":false,"explanation":"Airport branches target travellers rather than customers spending more time in local neighbourhoods. Suburban branches would align more closely with the location of increased demand."},{"text":"Open more motorway branches.","correct":false,"explanation":"Motorway branches serve motorists and long-distance journeys rather than neighbourhood demand. Opening more suburban branches would better match where local demand has shifted."}]},{"id":"304f8be4-9641-4aec-8d8e-0a0b1ad1c078","cardType":"basic","points":2,"front":"What distribution-channel response may suit increased online shopping?","back":"Improve online ordering or delivery.","mcqOptions":[{"text":"Improve online ordering or delivery.","correct":true,"explanation":"Better online ordering and delivery make it easier for customers to search, purchase and receive products remotely, matching the growth of online shopping."},{"text":"Improve in-store displays or signage.","correct":false,"explanation":"In-store displays and signage target customers who already visit physical premises. Increased online shopping instead calls for improved online ordering or delivery."},{"text":"Improve print advertising or leaflets.","correct":false,"explanation":"Print promotion may raise awareness, but it does not provide a channel for completing online purchases. The relevant response is better online ordering or delivery."},{"text":"Improve wholesale supply or exporting.","correct":false,"explanation":"Wholesale supply and exporting concern selling through intermediaries or overseas markets, not meeting consumers’ online purchasing habits. Online ordering or delivery should be improved."}]},{"id":"e74b0e3e-217f-4da2-8250-47b72a8fa15a","cardType":"cloze","points":null,"front":"Cultural changes are changes in society’s shared [ ], beliefs, norms and expectations.","back":"Cultural changes are changes in society’s shared values, beliefs, norms and expectations.","mcqOptions":[{"text":"values","correct":true,"explanation":"Values are shared ideas about what society considers important, desirable or acceptable, forming a central part of culture alongside beliefs, norms and expectations."},{"text":"incomes","correct":false,"explanation":"Incomes describe people’s economic resources rather than society’s shared culture. Cultural changes concern shared values, beliefs, norms and expectations."},{"text":"ages","correct":false,"explanation":"Ages are demographic characteristics used to describe a population, not shared cultural principles. The sentence requires values, which shape beliefs, norms and expectations."},{"text":"technologies","correct":false,"explanation":"Technologies are tools and systems that may influence culture, but they are not shared cultural principles. The missing term is values."}]},{"id":"34482979-1765-4c75-a180-d17dbbc4d003","cardType":"basic","points":2,"front":"How can cultural concern about ethics affect brand reputation?","back":"Customers may avoid brands seen as unethical.","mcqOptions":[{"text":"Customers may avoid brands seen as unethical.","correct":true,"explanation":"Growing concern about business ethics means customers may reject brands associated with harmful or irresponsible behaviour, weakening brand reputation and reducing demand."},{"text":"Customers may reward brands seen as profitable.","correct":false,"explanation":"Profitability may interest investors, but it does not resolve customers’ ethical concerns. Customers may avoid brands seen as unethical, damaging sales and reputation."},{"text":"Customers may avoid brands seen as innovative.","correct":false,"explanation":"Innovation normally strengthens a brand unless it creates separate concerns. Ethical pressure specifically means customers may avoid brands seen as unethical."},{"text":"Customers may distrust brands seen as established.","correct":false,"explanation":"Being established does not itself create an ethical reputational risk. Customers may instead avoid brands seen as unethical, particularly when social expectations change."}]},{"id":"d9a6c73e-7684-431b-b53a-cb8e75e311f4","cardType":"basic","points":2,"front":"Why can inclusive policies affect recruitment and retention?","back":"Employees may prefer inclusive employers.","mcqOptions":[{"text":"Employees may prefer inclusive employers.","correct":true,"explanation":"Inclusive policies can make employees feel respected and treated fairly. This helps a business attract a wider range of applicants and retain existing staff."},{"text":"Employees may prefer less flexible employers.","correct":false,"explanation":"Reduced flexibility is unlikely to attract or retain a broad workforce. Employees may prefer inclusive employers because they expect fair treatment, respect and equal opportunities."},{"text":"Employees may prefer less diverse employers.","correct":false,"explanation":"Lower diversity does not explain the recruitment benefits of inclusive policies. Employees may prefer inclusive employers that value different backgrounds and provide equal opportunities."},{"text":"Employees may prefer exclusive employers.","correct":false,"explanation":"Exclusive employment practices can deter applicants and make existing staff feel undervalued. Employees may prefer inclusive employers, improving both recruitment and retention."}]},{"id":"cb6b058a-7aa2-443b-ac39-8edda4551d21","cardType":"basic","points":1,"front":"What is the risk of “purpose-washing” in cultural-change marketing?","back":"Appearing insincere rather than genuinely committed.","mcqOptions":[{"text":"Appearing insincere rather than genuinely committed.","correct":true,"explanation":"Purpose-washing occurs when a business promotes social values without meaningful action. Stakeholders may therefore see its marketing as insincere and lose trust in the brand."},{"text":"Appearing traditional rather than genuinely committed.","correct":false,"explanation":"The central risk is not that the business appears traditional. Purpose-washing can make it appear insincere because its marketing claims are unsupported by genuine action."},{"text":"Appearing unprofitable rather than genuinely committed.","correct":false,"explanation":"Purpose-washing primarily threatens credibility rather than directly signalling low profits. The business risks appearing insincere when its stated purpose is not supported by its behaviour."},{"text":"Appearing inexperienced rather than genuinely committed.","correct":false,"explanation":"A lack of experience is not the key issue in purpose-washing. Unsupported claims make the business appear insincere rather than genuinely committed to cultural change."}]},{"id":"551c64b6-99b1-4ee6-99c6-019254b18a19","cardType":"basic","points":2,"front":"Why may owners or shareholders lose short-term profit when adapting to social change?","back":"Adaptation often requires investment.","mcqOptions":[{"text":"Adaptation often requires investment.","correct":true,"explanation":"Responding to social change may require spending on new products, staff training, technology or marketing. These investments raise short-term costs and can reduce profit available to owners."},{"text":"Adaptation often requires higher dividends.","correct":false,"explanation":"Higher dividends distribute profit to shareholders rather than funding adaptation. Short-term profit may fall because adaptation often requires investment in areas such as products, training or equipment."},{"text":"Adaptation often requires lower taxation.","correct":false,"explanation":"Lower taxation would generally increase rather than reduce profit and is not controlled by the business. Profit may fall because adaptation often requires investment."},{"text":"Adaptation often requires reduced borrowing.","correct":false,"explanation":"Reducing borrowing is not the main reason adaptation lowers short-term profit. The business usually needs investment, creating immediate costs before any long-term return is earned."}]},{"id":"3604ac71-c444-4bb4-bc97-5dda2813e310","cardType":"basic","points":2,"front":"What opportunity can vegan or sustainable trends create for suppliers?","back":"New contracts if their products match the trend.","mcqOptions":[{"text":"New contracts if their products match the trend.","correct":true,"explanation":"Businesses responding to vegan or sustainable demand may need suitable inputs from suppliers. Suppliers whose products fit the trend can therefore win new contracts and increase sales."},{"text":"New penalties if their products match the trend.","correct":false,"explanation":"Matching consumer trends is more likely to generate demand than penalties. Suitable suppliers may gain new contracts from businesses developing vegan or sustainable products."},{"text":"New competitors if their products match the trend.","correct":false,"explanation":"Competitors represent a possible threat rather than the relevant supplier opportunity. Products matching the trend may help suppliers secure new contracts from interested businesses."},{"text":"New redundancies if their products match the trend.","correct":false,"explanation":"Growing demand for suitable products would not normally create redundancies. Suppliers that match vegan or sustainable trends may instead gain new contracts and expand output."}]},{"id":"87f012a8-65ce-4688-a698-f1ace00470ee","cardType":"basic","points":2,"front":"Why does the speed of social change matter when evaluating impact?","back":"Sudden changes are harder to manage than gradual ones.","mcqOptions":[{"text":"Sudden changes are harder to manage than gradual ones.","correct":true,"explanation":"Sudden social changes give businesses little time to adjust products, operations or marketing. Gradual changes are easier to monitor, plan for and respond to effectively."},{"text":"Small changes are harder to manage than large ones.","correct":false,"explanation":"This compares the scale of change rather than its speed and reverses the likely difficulty. Sudden changes are harder to manage because firms have less preparation time."},{"text":"Gradual changes are harder to manage than sudden ones.","correct":false,"explanation":"This reverses the relationship. Gradual change gives a business time to plan and adapt, whereas sudden changes are harder to manage because action is needed quickly."},{"text":"Predictable changes are harder to manage than unexpected ones.","correct":false,"explanation":"Predictable change is generally easier because managers can prepare in advance. The relevant speed comparison is that sudden changes are harder to manage than gradual ones."}]},{"id":"799cbbad-8e65-4065-91b9-c717f7fd1d52","cardType":"basic","points":2,"front":"In SWOT, what can social changes become?","back":"External opportunities or threats.","mcqOptions":[{"text":"External opportunities or threats.","correct":true,"explanation":"Social trends originate outside the business. They can create opportunities, such as new demand, or threats, such as falling demand for existing products."},{"text":"Internal strengths or weaknesses.","correct":false,"explanation":"Strengths and weaknesses arise from within the business, but social changes occur in the external environment. They therefore become external opportunities or threats in SWOT analysis."},{"text":"External strengths or weaknesses.","correct":false,"explanation":"Strengths and weaknesses are internal factors, even when external conditions affect them. Social changes themselves are classified as external opportunities or threats."},{"text":"Internal opportunities or threats.","correct":false,"explanation":"Opportunities and threats are external by definition in SWOT analysis. Because social changes occur outside the organisation, they are external opportunities or threats."}]}]}],"examCountdown":{"examDate":"2027-05-13","paperLabel":"Component 1"},"heading":"Social","title":"Social Flashcards","topbar":{"backHref":"/a-level/business/eduqas/flashcards"},"topicSidebar":"$L37"}]}],"topicId":"894bcc8c-e6f5-572c-ab5e-3b20d89d1466","walled":"$L38"}],"$L39","$L3a"]