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it controls machinery during manufacturing. CAD is the technology used to create, test and modify digital designs."},{"text":"EPOS.","correct":false,"explanation":"EPOS records sales and stock information at the point of sale rather than producing digital designs. CAD is specifically used to create, test and modify designs."},{"text":"CNC.","correct":false,"explanation":"CNC refers to the computerised control of production tools and machinery, not the design process. CAD enables designers to create, test and modify digital designs."}]},{"id":"f568e62d-c8ed-4ba8-a64a-06260c84b3fe","cardType":"basic","points":1,"front":"Which technology controls machinery in production using computer software?","back":"CAM.","mcqOptions":[{"text":"CAM.","correct":true,"explanation":"Computer-aided manufacturing, or CAM, uses computer software to control machinery and automate operations during the production of goods."},{"text":"CAD.","correct":false,"explanation":"CAD is used to create and modify digital designs, but it does not directly control production machinery. CAM uses software to operate machinery during manufacturing."},{"text":"EPOS.","correct":false,"explanation":"EPOS captures transaction and inventory data at the point of sale rather than controlling production equipment. CAM controls machinery through computer software."},{"text":"Robotics.","correct":false,"explanation":"Robotics involves programmable machines performing physical tasks, but the specific technology linking computer software to manufacturing machinery is CAM."}]},{"id":"f19f0e20-78aa-4c33-a4f7-3caab90357ca","cardType":"basic","points":1,"front":"Which technology uses programmable machines for physical tasks?","back":"Robotics.","mcqOptions":[{"text":"Robotics.","correct":true,"explanation":"Robotics uses programmable machines to carry out physical tasks, particularly tasks requiring repetition, precision or operation in dangerous conditions."},{"text":"CAD.","correct":false,"explanation":"CAD creates and modifies digital designs rather than using programmable machines to perform physical tasks. Robotics is the technology concerned with those machines."},{"text":"EPOS.","correct":false,"explanation":"EPOS processes sales and inventory information rather than carrying out physical tasks. Robotics uses programmable machines to perform physical operations."},{"text":"E-commerce.","correct":false,"explanation":"E-commerce enables transactions to take place online, but it does not describe programmable machines completing physical tasks. That technology is robotics."}]},{"id":"1e762bb7-5e2e-4125-a8c8-4cd45418062f","cardType":"cloze","points":null,"front":"Technology changes the [ ]: turning inputs into goods or services.","back":"Technology changes the transformation process: turning inputs into goods or services.","mcqOptions":[{"text":"transformation process","correct":true,"explanation":"The transformation process converts business inputs, such as labour, materials and capital, into outputs in the form of goods or services."},{"text":"marketing process","correct":false,"explanation":"Marketing identifies, anticipates and satisfies customer needs rather than converting inputs into outputs. The transformation process turns inputs into goods or services."},{"text":"recruitment process","correct":false,"explanation":"Recruitment attracts and selects employees, so it is only one human resource activity. The transformation process converts all relevant inputs into goods or services."},{"text":"distribution process","correct":false,"explanation":"Distribution moves completed products to customers rather than creating those products from inputs. The transformation process is the stage that produces goods or services."}]},{"id":"14b18741-221b-490a-947a-bd6c368364da","cardType":"basic","points":1,"front":"What type of business task are robots often best suited to?","back":"Repetitive, dangerous or highly precise tasks.","mcqOptions":[{"text":"Repetitive, dangerous or highly precise tasks.","correct":true,"explanation":"Robots are well suited to repetitive, dangerous or highly precise tasks because they can work consistently, accurately and without exposing employees to avoidable hazards."},{"text":"Creative, strategic or emotionally sensitive tasks.","correct":false,"explanation":"These tasks usually require human judgement, originality or empathy, which robots handle less effectively. Robots are best suited to repetitive, dangerous or highly precise tasks."},{"text":"Unstructured, ambiguous or highly varied tasks.","correct":false,"explanation":"Unstructured and changing tasks require adaptability and contextual judgement, making automation difficult. Robots are generally best suited to repetitive, dangerous or highly precise tasks."},{"text":"Interpersonal, persuasive or ethically complex tasks.","correct":false,"explanation":"Persuasion and ethical decision-making depend heavily on human relationships and judgement. Robots are more effective at repetitive, dangerous or highly precise tasks."}]},{"id":"e2f97a18-7ae7-4842-be49-8d0027e6313b","cardType":"cloze","points":null,"front":"[ ] is about designing; [ ] is about making using computer-controlled machinery.","back":"CAD is about designing; CAM is about making using computer-controlled machinery.","mcqOptions":[{"text":"CAD is about designing; CAM is about making using computer-controlled machinery.","correct":true,"explanation":"CAD supports the digital design of products, while CAM uses computer-controlled machinery to manufacture them. The technologies therefore cover different stages of production."},{"text":"CAM is about designing; CAD is about making using computer-controlled machinery.","correct":false,"explanation":"This reverses the two technologies. CAD is used for computer-aided design, whereas CAM is used for computer-aided manufacturing with computer-controlled machinery."},{"text":"CAD is about designing; EPOS is about making using computer-controlled machinery.","correct":false,"explanation":"EPOS records sales and stock data rather than controlling manufacturing machinery. CAD is used for designing, while CAM is used for making products."},{"text":"Robotics is about designing; CAM is about making using computer-controlled machinery.","correct":false,"explanation":"Robotics concerns programmable machines performing physical tasks, not the digital design process. CAD is about designing, while CAM controls machinery used for making."}]},{"id":"f929792c-b7db-4ebd-a8fb-534f27fb9901","cardType":"basic","points":2,"front":"How can EPOS data help reduce stock-outs?","back":"Sales data can trigger reordering before stock falls too low.","mcqOptions":[{"text":"Sales data can trigger reordering before stock falls too low.","correct":true,"explanation":"EPOS records each sale immediately, allowing inventory levels to be updated and replacement stock ordered before existing stock becomes insufficient."},{"text":"Profit data can trigger reordering before stock falls too low.","correct":false,"explanation":"Profit data measures financial performance rather than the quantity of inventory being sold. EPOS sales data can trigger reordering before stock falls too low."},{"text":"Sales data can delay reordering until stock reaches zero.","correct":false,"explanation":"Waiting until inventory reaches zero causes rather than prevents a stock-out. EPOS sales data should trigger reordering before stock falls too low."},{"text":"Staff data can trigger reordering before stock falls too low.","correct":false,"explanation":"Staff data supports workforce decisions rather than showing how quickly inventory is selling. EPOS sales data can trigger reordering before stock falls too low."}]},{"id":"0a3ed298-e94e-4f7d-8305-cf1419177788","cardType":"basic","points":1,"front":"Why might over-ordering fresh food after a sales spike be risky?","back":"It can increase waste.","mcqOptions":[{"text":"It can increase waste.","correct":true,"explanation":"A short-lived sales spike may not continue, leaving excess fresh food unsold. Because fresh products are perishable, surplus inventory can spoil and increase waste."},{"text":"It can increase stock-outs.","correct":false,"explanation":"Over-ordering creates excess stock rather than an immediate shortage, so stock-outs are not the main risk. Unsold fresh food may spoil and increase waste."},{"text":"It can increase cash inflow.","correct":false,"explanation":"Ordering additional inventory causes cash to flow out of the business and does not guarantee extra sales. The key risk is greater waste from unsold food."},{"text":"It can increase storage capacity.","correct":false,"explanation":"Purchasing more fresh food uses storage capacity rather than increasing it. If the sales spike is temporary, the excess products may spoil and increase waste."}]},{"id":"359aeced-a132-4ce8-b0ba-8cd0c5eb7669","cardType":"basic","points":1,"front":"How can CRM systems help a business understand customers?","back":"They store customer information and buying patterns.","mcqOptions":[{"text":"They store customer information and buying patterns.","correct":true,"explanation":"CRM systems combine customer details with purchasing histories, allowing a business to identify preferences, segment its market and make better-informed marketing or service decisions."},{"text":"They store employee attendance and absence patterns.","correct":false,"explanation":"Attendance records help manage employees rather than explain customer behaviour. CRM systems build customer understanding by storing customer information and buying patterns."},{"text":"They store supplier information and delivery patterns.","correct":false,"explanation":"Supplier delivery data supports supply chain management, not customer analysis. CRM systems help the business understand customers by storing their information and buying patterns."},{"text":"They store machinery information and maintenance patterns.","correct":false,"explanation":"Maintenance data helps manage production equipment rather than customer relationships. CRM systems provide customer insight by storing customer information and buying patterns."}]},{"id":"12904e6c-209b-43a6-9996-e3bb85e6233c","cardType":"cloze","points":null,"front":"[ ] lets staff access shared systems from different locations.","back":"Cloud software lets staff access shared systems from different locations.","mcqOptions":[{"text":"Cloud software","correct":true,"explanation":"Cloud software is hosted online, so authorised employees can access shared applications and data from different locations through an internet connection."},{"text":"Desktop publishing","correct":false,"explanation":"Desktop publishing is used to create documents and visual layouts, not provide remote access. Cloud software lets employees access shared systems from different locations."},{"text":"Batch production","correct":false,"explanation":"Batch production makes groups of identical products and is an operations method, not an access technology. Cloud software provides shared remote access."},{"text":"Market mapping","correct":false,"explanation":"Market mapping positions products or competitors using selected variables; it does not connect staff to shared systems. Cloud software enables access from different locations."}]},{"id":"bf883c20-e569-4da6-b683-1f28a21f4053","cardType":"basic","points":2,"front":"How can CAD reduce prototype costs?","back":"Design changes can be tested digitally before physical production.","mcqOptions":[{"text":"Design changes can be tested digitally before physical production.","correct":true,"explanation":"CAD allows designers to model and evaluate changes on a computer, reducing the need to manufacture multiple costly physical prototypes during development."},{"text":"Design changes can be assembled by robots before physical production.","correct":false,"explanation":"Robotic assembly is associated with automated production rather than digital design testing. CAD cuts prototype costs because changes can be tested digitally before physical production."},{"text":"Design changes can be marketed to customers before physical production.","correct":false,"explanation":"Early marketing may test demand, but it does not evaluate whether a design works. CAD reduces prototype costs by testing design changes digitally."},{"text":"Design changes can be recorded on paper before physical production.","correct":false,"explanation":"Paper records do not simulate or test a design and therefore do not replace physical prototypes. CAD enables design changes to be tested digitally."}]},{"id":"7919de64-4ccf-4681-8a72-4d84c9413e06","cardType":"basic","points":2,"front":"How does CAM reduce human error in production?","back":"It converts designs into machinery instructions.","mcqOptions":[{"text":"It converts designs into machinery instructions.","correct":true,"explanation":"CAM translates digital designs into precise instructions for automated machinery, reducing mistakes that could occur if workers controlled or programmed each production step manually."},{"text":"It converts designs into customer buying patterns.","correct":false,"explanation":"Buying patterns are analysed using customer data and CRM, not generated by CAM. CAM reduces production errors by converting designs into machinery instructions."},{"text":"It converts designs into employee training plans.","correct":false,"explanation":"Training plans guide employee development but do not control automated equipment. CAM limits human error by converting designs directly into machinery instructions."},{"text":"It converts designs into sales revenue forecasts.","correct":false,"explanation":"Revenue forecasts estimate future financial performance and are unrelated to machine control. CAM converts designs into machinery instructions, allowing accurate automated production."}]},{"id":"8fcc7aa8-31e8-4399-b4d8-e6121ec3e572","cardType":"cloze","points":null,"front":"Robots and CAM can improve quality by reducing [ ] in repeated tasks.","back":"Robots and CAM can improve quality by reducing variation in repeated tasks.","mcqOptions":[{"text":"variation","correct":true,"explanation":"Robots and CAM perform repeated operations with consistent settings and movements, reducing variation between units and making product quality more uniform."},{"text":"accuracy","correct":false,"explanation":"Reducing accuracy would make outputs less precise and could lower quality. Robots and CAM improve repeated-task quality by reducing variation between units."},{"text":"consistency","correct":false,"explanation":"Reducing consistency would make repeated outputs less uniform, the opposite of the intended benefit. Automation improves quality by reducing variation in repeated tasks."},{"text":"productivity","correct":false,"explanation":"Reducing productivity means producing less output per input and does not explain improved quality. Robots and CAM improve quality by reducing variation."}]},{"id":"8e862bcd-9ce9-4a82-898a-56f0d73533f3","cardType":"basic","points":2,"front":"Why can poor technology implementation worsen quality?","back":"It can create defects faster.","mcqOptions":[{"text":"It can create defects faster.","correct":true,"explanation":"If technology is programmed, installed or operated incorrectly, automation may reproduce the same fault rapidly across many units, increasing the number of defective products."},{"text":"It can detect defects faster.","correct":false,"explanation":"Faster defect detection would normally improve quality by allowing faults to be corrected sooner. Poor implementation worsens quality when technology creates defects faster."},{"text":"It can create products faster.","correct":false,"explanation":"Faster production increases output but does not necessarily reduce quality. The danger of poor implementation is that faulty technology can create defects faster."},{"text":"It can reduce defects faster.","correct":false,"explanation":"Reducing defects would improve rather than worsen quality. Poorly programmed or installed technology can instead reproduce faults and create defects faster."}]},{"id":"b1dba29a-6056-41f8-9351-c34501d5af76","cardType":"basic","points":1,"front":"If the same workers produce more output using technology, what rises?","back":"Labour productivity.","mcqOptions":[{"text":"Labour productivity.","correct":true,"explanation":"Labour productivity measures output per worker or per labour hour. If the same workforce produces more output, output per unit of labour has increased."},{"text":"Labour turnover.","correct":false,"explanation":"Labour turnover measures the proportion of employees leaving a business, not output produced by workers. More output from the same workforce raises labour productivity."},{"text":"Capacity utilisation.","correct":false,"explanation":"Capacity utilisation compares actual output with maximum possible output and may change independently of workforce efficiency. The stated increase is in labour productivity."},{"text":"Capital productivity.","correct":false,"explanation":"Capital productivity measures output relative to machinery or other capital inputs. Because the question holds worker numbers constant, the rising measure is labour productivity."}]},{"id":"9dd67d10-dea3-4a9d-a6dc-c82f79af6646","cardType":"basic","points":2,"front":"How can higher productivity support cost leadership?","back":"It can lower unit costs.","mcqOptions":[{"text":"It can lower unit costs.","correct":true,"explanation":"Higher productivity spreads labour and other production costs across more units of output, reducing the average cost per unit and supporting a cost leadership strategy."},{"text":"It can lower fixed costs.","correct":false,"explanation":"Technology often requires investment that increases fixed costs. Higher productivity supports cost leadership mainly by spreading costs across more output and lowering unit costs."},{"text":"It can lower selling prices.","correct":false,"explanation":"A lower selling price is a management decision rather than a direct productivity effect. Higher productivity first lowers unit costs, creating scope for competitive pricing."},{"text":"It can lower sales revenue.","correct":false,"explanation":"Lower sales revenue would not support cost leadership and is not a normal benefit of productivity. Producing more efficiently can lower unit costs."}]},{"id":"0e3c3ac5-8e45-4f0e-b143-f30c807dae5d","cardType":"basic","points":2,"front":"Why did real-time data become valuable during supply-chain disruption?","back":"It improved visibility of stock and supplier reliability.","mcqOptions":[{"text":"It improved visibility of stock and supplier reliability.","correct":true,"explanation":"Real-time data shows current inventory levels and whether suppliers are meeting commitments, allowing businesses to identify shortages or delays and respond quickly during disruption."},{"text":"It improved visibility of employee pay and productivity.","correct":false,"explanation":"Employee pay and productivity data may support workforce decisions, but it does not directly reveal supply-chain disruption. Real-time data was valuable because it showed stock levels and supplier reliability."},{"text":"It improved visibility of branding and customer loyalty.","correct":false,"explanation":"Branding and customer loyalty concern marketing performance rather than the movement of supplies. The key benefit was better visibility of stock levels and supplier reliability."},{"text":"It improved visibility of dividends and shareholder returns.","correct":false,"explanation":"Dividends and shareholder returns are financial outcomes, not immediate supply-chain indicators. Real-time data helped businesses monitor stock and assess whether suppliers remained reliable."}]},{"id":"6c58ca1e-5e36-495d-87d7-67df44b56bbb","cardType":"basic","points":2,"front":"How can CAD support flexibility and innovation?","back":"It makes designs easier to modify quickly.","mcqOptions":[{"text":"It makes designs easier to modify quickly.","correct":true,"explanation":"CAD allows designers to alter digital models rapidly without recreating drawings from scratch, supporting faster experimentation, product adaptation and innovation."},{"text":"It makes designs easier to manufacture manually.","correct":false,"explanation":"CAD creates and edits digital designs, but it does not make manual manufacturing the main source of flexibility. Its benefit is that designs can be modified quickly."},{"text":"It makes designs easier to standardise permanently.","correct":false,"explanation":"Permanent standardisation would restrict rather than support flexibility and innovation. CAD enables businesses to modify designs quickly in response to new ideas or changing customer needs."},{"text":"It makes designs easier to market internationally.","correct":false,"explanation":"International marketing may increase a product’s reach, but it is not CAD’s direct contribution to flexibility. CAD supports innovation by making designs quicker to modify."}]},{"id":"bd01bea5-ca7f-491c-affc-0f368102f214","cardType":"cloze","points":null,"front":"The payback period is the time taken to recover the [ ] through cash savings.","back":"The payback period is the time taken to recover the initial cost through cash savings.","mcqOptions":[{"text":"initial cost","correct":true,"explanation":"The payback period measures how long cumulative cash savings take to equal the original investment, so the amount being recovered is the initial cost."},{"text":"annual revenue","correct":false,"explanation":"Annual revenue is total income generated in one year, not the investment recovered through savings. Payback measures the time needed to recover the initial cost."},{"text":"maintenance cost","correct":false,"explanation":"Maintenance costs reduce the annual net cash saving, but they are not the amount payback aims to recover. The calculation concerns recovery of the initial cost."},{"text":"residual value","correct":false,"explanation":"Residual value is the asset’s estimated value at the end of its useful life. The payback period instead measures recovery of the initial cost through cash savings."}]},{"id":"30adf31a-bc85-4507-bc6a-f57caf4cf1e7","cardType":"basic","points":1,"front":"In the robotics example, what is the net annual saving after maintenance?","back":"£180,000.","mcqOptions":[{"text":"£180,000.","correct":true,"explanation":"Subtracting the annual maintenance cost from the robotics system’s gross annual saving gives a net annual saving of £180,000."},{"text":"£200,000.","correct":false,"explanation":"This uses the gross annual saving and overlooks the maintenance expense. Deducting maintenance gives the correct net annual saving of £180,000."},{"text":"£220,000.","correct":false,"explanation":"This adds maintenance to the annual saving instead of treating it as a cost. Maintenance must be deducted, producing a net annual saving of £180,000."},{"text":"£160,000.","correct":false,"explanation":"This effectively deducts the maintenance cost twice, understating the benefit of the investment. Maintenance is deducted once, giving a net annual saving of £180,000."}]},{"id":"ab9b995d-e319-4c33-ac4a-77c3fc24d2fe","cardType":"basic","points":1,"front":"In the robotics example, what is the payback period?","back":"2.33 years.","mcqOptions":[{"text":"2.33 years.","correct":true,"explanation":"Dividing the robotics investment’s initial cost by its £180,000 net annual saving gives a payback period of 2.33 years."},{"text":"2.10 years.","correct":false,"explanation":"This uses the gross annual saving rather than the saving after maintenance, making payback appear too fast. Using the £180,000 net saving gives 2.33 years."},{"text":"2.50 years.","correct":false,"explanation":"This understates the annual net saving, so the investment appears to take longer to repay. Using the correct £180,000 annual saving gives 2.33 years."},{"text":"3.33 years.","correct":false,"explanation":"This overstates the recovery time by using an incorrect annual saving or initial cost. Dividing the correct initial cost by £180,000 gives 2.33 years."}]},{"id":"2a77dba9-4444-48d9-b623-670b1e45b148","cardType":"basic","points":2,"front":"When might a 2.33-year payback be less attractive?","back":"If technology changes quickly or borrowing becomes expensive.","mcqOptions":[{"text":"If technology changes quickly or borrowing becomes expensive.","correct":true,"explanation":"Rapid technological change could make the asset obsolete before it generates enough value, while expensive borrowing raises its financing cost, reducing the investment’s attractiveness."},{"text":"If technology changes slowly or borrowing becomes cheaper.","correct":false,"explanation":"Slow technological change and cheaper borrowing would generally make the investment more attractive, not less. A 2.33-year payback is less appealing when technology changes quickly or borrowing becomes expensive."},{"text":"If demand remains stable or interest rates begin falling.","correct":false,"explanation":"Stable demand and falling interest rates reduce investment risk and financing costs. The payback becomes less attractive when rapid technological change or expensive borrowing threatens its returns."},{"text":"If productivity rises quickly or maintenance becomes cheaper.","correct":false,"explanation":"Higher productivity and lower maintenance costs increase annual net savings, strengthening the investment case. Fast technological change or more expensive borrowing would instead make the payback less attractive."}]},{"id":"242fc224-3fb3-414b-8a12-ddcfd84134af","cardType":"basic","points":1,"front":"How can self-service checkouts benefit customers?","back":"They can reduce queues.","mcqOptions":[{"text":"They can reduce queues.","correct":true,"explanation":"Providing additional self-service payment points can increase checkout capacity, allowing customers with smaller purchases to pay more quickly and reducing queues."},{"text":"They can reduce product choice.","correct":false,"explanation":"Reducing product choice would usually disadvantage customers and is not a direct benefit of self-service technology. The customer benefit is the potential reduction in checkout queues."},{"text":"They can reduce opening hours.","correct":false,"explanation":"Shorter opening hours would reduce customer convenience rather than improve it. Self-service checkouts benefit customers by increasing checkout capacity and potentially reducing queues."},{"text":"They can reduce payment options.","correct":false,"explanation":"Fewer payment options would make purchasing less convenient and is not the intended customer benefit. Self-service checkouts can help customers by reducing queues."}]},{"id":"f3c3172c-4387-4e28-b883-cb36efb63a3b","cardType":"basic","points":1,"front":"How can self-service checkouts harm employees?","back":"They may reduce demand for till staff.","mcqOptions":[{"text":"They may reduce demand for till staff.","correct":true,"explanation":"When customers scan and pay for purchases themselves, fewer employees may be needed to operate conventional checkouts, reducing demand for till staff."},{"text":"They may reduce demand for delivery drivers.","correct":false,"explanation":"Self-service checkouts change how customers pay in stores, not how goods are transported. They may reduce demand for till staff because fewer staffed checkouts are required."},{"text":"They may reduce demand for software developers.","correct":false,"explanation":"Self-service technology requires software development and maintenance, so it does not directly reduce demand for developers. It may instead reduce demand for till staff."},{"text":"They may reduce demand for security guards.","correct":false,"explanation":"Self-service checkouts can require continued or increased monitoring, so reduced demand for security guards does not follow. The direct employment risk concerns till staff."}]},{"id":"a90d3689-e8e5-414f-8d07-7a9cf37bae2c","cardType":"basic","points":2,"front":"Why can technology create data privacy concerns for customers?","back":"It may use more customer data.","mcqOptions":[{"text":"It may use more customer data.","correct":true,"explanation":"Technology can collect and store larger amounts of personal customer data, increasing the risk of misuse, unauthorised access or breaches of privacy."},{"text":"It may use less customer data.","correct":false,"explanation":"Using less customer data would generally reduce privacy concerns, not create them. The concern arises because technology may enable firms to collect and use more customer data."},{"text":"It may reduce customer choice.","correct":false,"explanation":"Reduced customer choice is a possible competitive concern, but it does not directly explain data privacy. Privacy concerns arise when technology involves collecting more customer data."},{"text":"It may increase production costs.","correct":false,"explanation":"Higher production costs affect profitability rather than privacy. Data privacy concerns are created when technology allows firms to gather and handle more customer data."}]},{"id":"13c93903-e5af-40b9-ba90-c3d74e2c7502","cardType":"cloze","points":null,"front":"Large firms may afford technology more easily because they can spread [ ] over more output.","back":"Large firms may afford technology more easily because they can spread fixed costs over more output.","mcqOptions":[{"text":"fixed costs","correct":true,"explanation":"Technology often involves substantial fixed costs, such as purchasing equipment or software. Spreading these costs over greater output lowers the average cost per unit for large firms."},{"text":"variable costs","correct":false,"explanation":"Variable costs change with output, so producing more does not spread one fixed amount across units in the same way. The relevant advantage comes from spreading fixed costs over more output."},{"text":"wage costs","correct":false,"explanation":"Wage costs may be fixed or variable, but this is not the specific scale-economy concept in the sentence. Large firms spread fixed costs over greater output."},{"text":"marginal costs","correct":false,"explanation":"Marginal cost is the cost of producing one additional unit and is not normally spread across total output. The correct term is fixed costs, which create economies of scale."}]},{"id":"7f93ff7b-59db-476b-bc5f-dcd590e7cf98","cardType":"basic","points":2,"front":"Why does workforce skill affect technology success?","back":"Employees must be trained and willing to use it.","mcqOptions":[{"text":"Employees must be trained and willing to use it.","correct":true,"explanation":"Employees need the skills to operate new technology and must accept the change. Without training or willingness, the technology may be used poorly or resisted."},{"text":"Employees must be untrained and willing to use it.","correct":false,"explanation":"Willingness alone is insufficient if employees lack the necessary skills. Technology succeeds when employees are both trained and willing to use it."},{"text":"Employees must be trained and unwilling to use it.","correct":false,"explanation":"Training without willingness can lead to resistance, limited adoption and poor implementation. Successful use requires employees to be trained and willing to use the technology."},{"text":"Employees must be untrained and unwilling to use it.","correct":false,"explanation":"A lack of training prevents effective operation, while unwillingness creates resistance to change. Both conditions undermine success; employees must be trained and willing to use the technology."}]},{"id":"70a8250d-aeaf-422a-91a3-e9485c6ca2f2","cardType":"basic","points":2,"front":"How can technology support differentiation in Porter’s strategic matrix?","back":"Through better design and service.","mcqOptions":[{"text":"Through better design and service.","correct":true,"explanation":"Technology can improve product design and the service offered to customers, helping a business appear distinctive and justify a competitive advantage through differentiation."},{"text":"Through lower prices and wages.","correct":false,"explanation":"Lower prices and wages relate more closely to cost leadership and cost control than differentiation. Differentiation is supported by distinctive features such as better design and service."},{"text":"Through higher output and inventory.","correct":false,"explanation":"Higher output and inventory concern production capacity and stock management, not necessarily uniqueness. Technology supports differentiation by improving features such as design and service."},{"text":"Through reduced choice and quality.","correct":false,"explanation":"Reducing choice and quality would make an offering less attractive and less distinctive. Differentiation requires improvements customers value, including better design and service."}]}]}],"examCountdown":{"examDate":"2027-05-13","paperLabel":"Component 1"},"heading":"Technology","title":"Technology Flashcards","topbar":{"backHref":"/a-level/business/eduqas/flashcards"},"topicSidebar":"$L38"}]}],"topicId":"e98be797-931c-5575-9a65-b1fc1092b9cc","walled":"$L39"}],"$L3a","$L3b"]