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as tastes, technology and lifestyles develop. New products allow the business to respond to these changes and offer products that remain relevant to its target market."},{"text":"Prices, profits and taxes change, so new products match what customers now want.","correct":false,"explanation":"Prices, profits and taxes can affect business decisions, but they do not directly describe changing customer needs. The correct factors are tastes, technology and lifestyles, which influence what customers want."},{"text":"Suppliers, premises and employees change, so new products match what customers now want.","correct":false,"explanation":"Changes in suppliers, premises and employees concern business operations rather than customer preferences. Tastes, technology and lifestyles are the changes that make customers want different products."},{"text":"Competitors, shareholders and managers change, so new products match what customers now want.","correct":false,"explanation":"These groups may influence business strategy, but they are not the main sources of changing customer needs. New products respond to changing tastes, technology and lifestyles."}]},{"id":"4ede1833-d709-4789-bbf2-137091c2b37e","cardType":"basic","points":1,"front":"What happened after Greggs launched its vegan sausage roll in 2019?","back":"It sold out across UK shops within days.","mcqOptions":[{"text":"It sold out across UK shops within days.","correct":true,"explanation":"Greggs’ vegan sausage roll attracted exceptionally strong demand after its 2019 launch. It sold out across UK shops within days, showing that the product appealed to a large customer market."},{"text":"It was withdrawn from UK shops within days.","correct":false,"explanation":"The product was not withdrawn because of poor demand. Greggs’ vegan sausage roll sold out across UK shops within days, demonstrating strong customer interest after launch."},{"text":"It was discounted across UK shops within days.","correct":false,"explanation":"A discount was not the notable outcome of the launch. The vegan sausage roll sold out across UK shops within days, indicating that demand was greater than initial supply."},{"text":"It was exported to European shops within days.","correct":false,"explanation":"The key event was not rapid export to Europe. Greggs’ vegan sausage roll sold out across UK shops within days, making it a strong example of successful product development."}]},{"id":"e933d024-fe5c-4ae8-9ba9-367e7116ee05","cardType":"basic","points":2,"front":"How can a successful new product increase sales and revenue?","back":"It can attract new customers and open a market segment the business did not previously serve.","mcqOptions":[{"text":"It can attract new customers and open a market segment the business did not previously serve.","correct":true,"explanation":"A successful new product can appeal to people who were not previously customers. This allows the business to enter a new market segment and increase the quantity sold and revenue earned."},{"text":"It can attract fewer customers and close a market segment the business previously served.","correct":false,"explanation":"Fewer customers and a closed market segment would normally reduce sales and revenue. The correct effect is attracting new customers and entering a segment the business did not previously serve."},{"text":"It can attract existing suppliers and open a market segment the business did not previously serve.","correct":false,"explanation":"Suppliers provide resources rather than buying the product, so attracting them does not directly increase sales revenue. New products increase revenue by attracting new customers and market segments."},{"text":"It can attract new competitors and open a market segment the business did not previously serve.","correct":false,"explanation":"Competitors do not buy the product and their presence may increase competitive pressure. The relevant benefit is attracting new customers and serving a previously untouched market segment."}]},{"id":"03ccdd1f-5278-4f43-96c4-82749218fc5a","cardType":"basic","points":2,"front":"How does developing new products spread business risk?","back":"A wider range prevents the business from depending on one product if an old product declines.","mcqOptions":[{"text":"A wider range prevents the business from depending on one product if an old product declines.","correct":true,"explanation":"Selling several products spreads dependence across the range. If demand for one product falls, income from other products can continue, reducing the overall risk to the business."},{"text":"A wider range prevents the business from depending on several suppliers if an old product declines.","correct":false,"explanation":"Product development does not primarily reduce dependence on suppliers. It reduces reliance on one product, so falling demand for that product has less effect on total business income."},{"text":"A wider range prevents the business from depending on one customer if an old product declines.","correct":false,"explanation":"A wider product range mainly spreads product risk, not customer concentration risk. The correct point is that the business is less dependent on one product if its demand declines."},{"text":"A wider range prevents the business from depending on one employee if an old product declines.","correct":false,"explanation":"Employee dependence is a staffing issue and is unrelated to the risk described. Developing several products prevents the business relying on one product when an older product declines."}]},{"id":"55d8bcd4-d8b9-4cfe-aec3-ef55b76edf29","cardType":"basic","points":2,"front":"Why can new products help a business stay competitive?","back":"They defend market share against rivals offering newer products.","mcqOptions":[{"text":"They defend market share against rivals offering newer products.","correct":true,"explanation":"Customers may move to competitors when rivals offer more up-to-date products. Developing new products helps the business keep its market share by giving customers attractive alternatives."},{"text":"They defend market share against rivals offering cheaper premises.","correct":false,"explanation":"Cheaper premises may reduce a rival’s costs but are not themselves products competing for customers. New products defend market share against rivals whose products are newer or more appealing."},{"text":"They defend market share against rivals offering longer opening hours.","correct":false,"explanation":"Longer opening hours can create a service advantage, but this answer does not explain how product development protects market share. The relevant threat is rivals offering newer products."},{"text":"They defend market share against rivals offering larger workforces.","correct":false,"explanation":"A larger workforce may affect capacity or service, but it is not the direct competitive issue addressed here. New products help defend market share against rivals with newer products."}]},{"id":"8600a8e7-c812-409c-9c41-eff79a6e54df","cardType":"basic","points":2,"front":"How can a successful new product strengthen a brand and allow a higher price?","back":"A product that feels current and better can justify a higher price and retain existing customers.","mcqOptions":[{"text":"A product that feels current and better can justify a higher price and retain existing customers.","correct":true,"explanation":"Customers may accept a higher price when they perceive a product as up to date and improved. This strengthens the brand while encouraging existing customers to remain loyal."},{"text":"A product that feels older and cheaper can justify a higher price and retain existing customers.","correct":false,"explanation":"An older and cheaper-looking product is unlikely to justify a higher price. Customers are more likely to accept a premium for a product perceived as current and better."},{"text":"A product that feels similar and ordinary can justify a higher price and retain existing customers.","correct":false,"explanation":"A similar, ordinary product gives customers little reason to pay more. A current and better product can differentiate the brand and support a higher price."},{"text":"A product that feels complex and unfinished can justify a higher price and retain existing customers.","correct":false,"explanation":"Customers usually avoid paying more for products that seem unfinished or difficult to use. Stronger branding and premium pricing come from products perceived as current and better."}]},{"id":"67137355-b371-41dc-a801-1e426eb0aa1d","cardType":"basic","points":2,"front":"What costs may a business pay before selling a new product?","back":"

Research and prototypes
Testing and new machinery
Launch promotion

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

Research and prototypes
Testing and new machinery
Launch promotion

","correct":true,"explanation":"Before sales begin, a business may spend on researching the idea, creating prototypes, testing the product, buying machinery and promoting the launch. These costs occur before revenue is received."},{"text":"

Dividends and shareholders
Refunds and old machinery
Import tariffs

","correct":false,"explanation":"These costs are not the main development expenses listed for creating and launching a new product. Businesses may instead pay for research, prototypes, testing, machinery and promotion."},{"text":"

Recruitment and redundancies
Rent and insurance
Customer discounts

","correct":false,"explanation":"These may be general business costs, but they do not identify the specific spending needed before selling a new product. Development involves research, prototypes, testing, machinery and launch promotion."},{"text":"

Wages and pensions
Packaging returns
Late-payment charges

","correct":false,"explanation":"These are not the key pre-launch product development costs. The relevant costs are research and prototypes, testing and new machinery, followed by promotion for the product launch."}]},{"id":"a5c4dc72-0df7-4312-a06d-e731c777cfe6","cardType":"basic","points":2,"front":"Why can developing a new product create cash-flow pressure?","back":"Cash leaves months or years before sales income arrives, leaving a small business short of cash.","mcqOptions":[{"text":"Cash leaves months or years before sales income arrives, leaving a small business short of cash.","correct":true,"explanation":"Development requires spending before customers begin buying the product. If cash leaves months or years before sales income arrives, a small business may struggle to pay its bills."},{"text":"Sales income arrives months or years before cash leaves, leaving a small business short of cash.","correct":false,"explanation":"This reverses the cash-flow timing and would generally improve liquidity rather than create pressure. Cash-flow pressure occurs because development cash leaves before sales income arrives."},{"text":"Cash leaves months or years after sales income arrives, leaving a small business short of cash.","correct":false,"explanation":"When spending occurs after sales income, the business has already received cash to help fund it. The pressure comes from paying development costs months or years before revenue arrives."},{"text":"Cash remains unchanged until sales income arrives, leaving a small business short of cash.","correct":false,"explanation":"Cash does not remain unchanged because research, testing, machinery and promotion require payment. Cash-flow pressure results from cash leaving well before the new product generates sales income."}]},{"id":"2d61cfa7-aea4-4158-9519-60b495d2b954","cardType":"basic","points":1,"front":"What happened to Dyson's electric-car development?","back":"Dyson spent around £500 million and cancelled the car in 2019 because it could not be sold profitably.","mcqOptions":[{"text":"Dyson spent around £500 million and cancelled the car in 2019 because it could not be sold profitably.","correct":true,"explanation":"Dyson invested around £500 million in developing its electric car. The project was cancelled in 2019 because the car could not be sold profitably, illustrating the risk of costly development."},{"text":"Dyson spent around £50 million and launched the car in 2019 because it could be sold profitably.","correct":false,"explanation":"This confuses the investment amount and outcome. Dyson spent around £500 million and cancelled the electric car in 2019 because profitable sales were not achievable."},{"text":"Dyson spent around £500 million and launched the car in 2019 because it could be sold profitably.","correct":false,"explanation":"The spending figure is right, but the project did not launch commercially. Dyson cancelled the car in 2019 because it could not be sold profitably."},{"text":"Dyson spent around £5 billion and cancelled the car in 2019 because it could not be sold profitably.","correct":false,"explanation":"The outcome is correct, but the amount is exaggerated by a factor of ten. Dyson spent around £500 million before cancelling the car because profitable sales were unlikely."}]},{"id":"3b751bd5-5396-42e2-ab16-984f7ab7b4bc","cardType":"basic","points":2,"front":"Why can rivals copying a successful product reduce its advantage?","back":"Competitors' versions appear quickly, shortening the product's competitive advantage.","mcqOptions":[{"text":"Competitors' versions appear quickly, shortening the product's competitive advantage.","correct":true,"explanation":"Copying allows rivals to offer similar benefits soon after launch. This reduces the time in which the original product is distinctive, shortening its competitive advantage."},{"text":"Competitors' versions appear quickly, increasing the product's competitive advantage.","correct":false,"explanation":"Rapid copying usually makes the original less distinctive rather than more distinctive. It shortens the product’s competitive advantage by giving customers similar rival options."},{"text":"Competitors' versions appear slowly, shortening the product's competitive advantage.","correct":false,"explanation":"Slow copying would normally give the original product longer protection from direct competition. The risk is that competitors’ versions appear quickly and shorten its advantage."},{"text":"Competitors' versions appear quickly, protecting the product's competitive advantage.","correct":false,"explanation":"Competitor copies do not protect the original product’s advantage; they weaken its uniqueness. Quick rival versions shorten the period during which the original product stands out."}]},{"id":"2f4625fc-c32e-4ef3-b623-0f868397cae6","cardType":"basic","points":2,"front":"How can a new product damage sales of a business's existing products?","back":"Customers may switch to the new product, so sales are transferred within the range rather than increased.","mcqOptions":[{"text":"Customers may switch to the new product, so sales are transferred within the range rather than increased.","correct":true,"explanation":"A new product can take sales from the business’s existing products instead of creating additional sales. This internal transfer means total revenue may not increase as expected."},{"text":"Customers may switch to the new product, so sales are transferred to competitors rather than increased.","correct":false,"explanation":"Switching to the business’s own new product transfers sales within its range, not to competitors. The concern is that total sales may stay similar rather than increase."},{"text":"Customers may switch to the new product, so sales are added across the range rather than increased.","correct":false,"explanation":"If sales are added across the range, total sales would increase, so this does not describe the risk. Customers may instead move from existing products to the new one."},{"text":"Customers may switch to the new product, so sales are lost outside the range rather than increased.","correct":false,"explanation":"The new product is still part of the business’s range, so the sales are not lost outside it. They are transferred within the range, limiting the increase in total sales."}]},{"id":"03ab8515-83c2-4aa8-ac3d-4edd02ae7bc8","cardType":"basic","points":3,"front":"What factors determine whether the risks of developing a new product are worthwhile?","back":"

The firm's cash reserves and ability to absorb failure
Market research and testing evidence
The chance of rivals copying the product

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

The firm's cash reserves and ability to absorb failure
Market research and testing evidence
The chance of rivals copying the product

","correct":true,"explanation":"These factors show whether the business can afford failure, whether evidence supports likely demand and how long any advantage may last. Together they help judge whether development risks are worthwhile."},{"text":"

The firm's number of employees and ability to absorb failure
Market research and testing evidence
The chance of rivals copying the product

","correct":false,"explanation":"Employee numbers alone do not show whether the firm can absorb financial failure. The relevant factor is its cash reserves, alongside research and testing evidence and the risk of copying."},{"text":"

The firm's cash reserves and ability to absorb failure
Advertising colour and packaging evidence
The chance of rivals copying the product

","correct":false,"explanation":"Colour and packaging may affect appeal but are not evidence of likely demand in the same way as market research and testing. Cash reserves and copying risk are relevant factors."},{"text":"

The firm's cash reserves and ability to absorb failure
Market research and testing evidence
The chance of suppliers moving the product

","correct":false,"explanation":"Suppliers moving a product is not the competitive risk being assessed. The relevant concern is the chance of rivals copying it, alongside financial capacity and market evidence."}]},{"id":"3b0629d1-3444-4e6e-b282-0a20822ab9c7","cardType":"basic","points":3,"front":"What three aspects must good product design balance?","back":"

Function - reliable and safe performance
Appearance - attractive and distinctive design
Cost - affordable production with profit

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

Function - reliable and safe performance
Appearance - attractive and distinctive design
Cost - affordable production with profit

","correct":true,"explanation":"Good design balances how well and safely the product works, how attractive and distinctive it looks, and whether it can be produced affordably while earning profit."},{"text":"

Function - reliable and safe performance
Appearance - attractive and distinctive design
Promotion - affordable production with profit

","correct":false,"explanation":"Promotion concerns communicating with customers, not the cost of making the product. The third design aspect is cost: affordable production that still allows the business to earn profit."},{"text":"

Function - reliable and safe performance
Location - attractive and distinctive design
Cost - affordable production with profit

","correct":false,"explanation":"Location is a distribution or operations decision, not an aspect of the product’s visual design. Good product design balances function, appearance and cost."},{"text":"

Function - reliable and safe performance
Appearance - attractive and distinctive design
Capacity - affordable production with profit

","correct":false,"explanation":"Capacity describes the amount a business can produce, whereas cost concerns whether production is affordable and profitable. Function, appearance and cost are the three design aspects."}]},{"id":"762555fb-fcb8-4d21-a119-86a85e64cb29","cardType":"basic","points":2,"front":"Why must a product's function be reliable and safe?","back":"If it performs poorly, customers are unlikely to buy it again.","mcqOptions":[{"text":"If it performs poorly, customers are unlikely to buy it again.","correct":true,"explanation":"Reliable and safe performance supports customer satisfaction and repeat purchases. If the product performs poorly, customers may not trust it or choose to buy it again."},{"text":"If it performs poorly, customers are unlikely to advertise it again.","correct":false,"explanation":"Customers may recommend or discuss products, but the key business effect is on repeat purchasing. Poor performance makes customers unlikely to buy the product again."},{"text":"If it performs poorly, customers are unlikely to return it again.","correct":false,"explanation":"Returning a product is different from buying it again and may happen because the product is faulty. Reliable, safe function is needed to encourage customers to make repeat purchases."},{"text":"If it performs poorly, customers are unlikely to notice it again.","correct":false,"explanation":"Customers can notice a product even when it performs badly. The important consequence of poor function is that they are unlikely to buy the product again."}]},{"id":"b1d91f3d-2961-4406-bfbe-b74f5c13ef6e","cardType":"basic","points":2,"front":"Why is product appearance important on a crowded shelf?","back":"It helps the product stand out and signals what type of product it is.","mcqOptions":[{"text":"It helps the product stand out and signals what type of product it is.","correct":true,"explanation":"Distinctive appearance attracts attention when many products compete for shelf space. Packaging and design can also communicate the product category and help customers understand what it offers."},{"text":"It helps the product blend in and signals what type of product it is.","correct":false,"explanation":"Blending in makes the product harder to notice on a crowded shelf. Effective appearance helps it stand out while communicating the type of product to shoppers."},{"text":"It helps the product stand out and hides what type of product it is.","correct":false,"explanation":"Standing out is useful, but hiding the product category can confuse shoppers. Good appearance both attracts attention and signals what type of product it is."},{"text":"It helps the product reduce costs and signals what type of product it is.","correct":false,"explanation":"Appearance mainly affects attention and communication, not directly the cost of production. Its shelf advantage is helping the product stand out and showing its category."}]},{"id":"6657d9ce-d946-4597-be55-ac0bf0ebd650","cardType":"cloze","points":null,"front":"A wider product range helps a business [ ] because it is less dependent on one product.","back":"A wider product range helps a business spread risk because it is less dependent on one product.","mcqOptions":[{"text":"spread risk","correct":true,"explanation":"A wider range spreads risk because poor sales of one product have less impact when other products continue generating income. This reduces dependence on a single product."},{"text":"increase dependence","correct":false,"explanation":"A wider range normally reduces dependence on any one product rather than increasing it. The correct term is spread risk, because losses from one product can be balanced by others."},{"text":"concentrate sales","correct":false,"explanation":"Concentrating sales would make the business more reliant on fewer products and increase exposure if demand fell. A wider product range helps spread risk instead."},{"text":"remove competition","correct":false,"explanation":"Adding products cannot remove competitors from the market. The sentence describes spreading risk, since several products reduce the consequences of one product declining."}]},{"id":"fae115fe-2da9-4ed0-ba81-b0c53acdc3f4","cardType":"cloze","points":null,"front":"Money spent on research, design and testing occurs during the [ ].","back":"Money spent on research, design and testing occurs during the research and development stage.","mcqOptions":[{"text":"research and development stage","correct":true,"explanation":"Research and development covers investigating customer needs, designing the product and testing prototypes before full production begins, so these activities require spending during this stage."},{"text":"production stage","correct":false,"explanation":"Production is when the finished design is manufactured at scale; research, design and testing happen earlier during the research and development stage."},{"text":"promotion stage","correct":false,"explanation":"Promotion communicates the product to customers after development. The research, design and testing costs belong to the research and development stage."},{"text":"sales stage","correct":false,"explanation":"Sales involves exchanging the finished product with customers, whereas research, design and testing take place during the research and development stage."}]},{"id":"847bb97d-6767-4e8f-a53e-88aadb30c139","cardType":"cloze","points":null,"front":"A product's function, appearance and cost must be balanced because pushing one too far can [ ].","back":"A product's function, appearance and cost must be balanced because pushing one too far can damage another.","mcqOptions":[{"text":"damage another","correct":true,"explanation":"Excessive focus on one aspect, such as appearance or low cost, can reduce the quality of another aspect, so the three features must be balanced."},{"text":"improve another","correct":false,"explanation":"Pushing one feature too far can create trade-offs rather than automatically improving another. The correct effect is that it can damage another feature."},{"text":"ignore another","correct":false,"explanation":"The problem is not simply failing to consider another feature; over-prioritising one can reduce the quality of another, meaning it can damage another feature."},{"text":"replace another","correct":false,"explanation":"Product features do not normally replace one another when one is emphasised. The relevant trade-off is that excessive focus can damage another feature."}]},{"id":"9576b6e0-de7e-47a4-8740-2ea5303517a2","cardType":"cloze","points":null,"front":"The [ ] is the particular customer group for which a product is designed and sold.","back":"The target market is the particular customer group for which a product is designed and sold.","mcqOptions":[{"text":"target market","correct":true,"explanation":"The target market is the specific group of customers a business aims to serve, so product design and selling decisions can be focused on their needs."},{"text":"market segment","correct":false,"explanation":"A market segment is a subgroup identified within a wider market. The particular customer group chosen for a product is called its target market."},{"text":"product portfolio","correct":false,"explanation":"A product portfolio is the collection of products a business sells, not the customer group for which one product is designed and marketed."},{"text":"sales forecast","correct":false,"explanation":"A sales forecast predicts future sales revenue or volume. It does not identify the particular customer group selected for a product."}]},{"id":"7bbfe01c-2cd5-4fe2-96cb-014eff00551c","cardType":"cloze","points":null,"front":"When a product's design and image fit its target market, customers are more likely to make a [ ].","back":"When a product's design and image fit its target market, customers are more likely to make a repeat purchase.","mcqOptions":[{"text":"repeat purchase","correct":true,"explanation":"A design and image that meet customers' expectations can build satisfaction and loyalty, making them more likely to buy the product again."},{"text":"first purchase","correct":false,"explanation":"The statement concerns customers buying again after their expectations are met, not their initial transaction. The relevant outcome is a repeat purchase."},{"text":"impulse purchase","correct":false,"explanation":"An impulse purchase is an unplanned buying decision, usually caused by immediate temptation. A suitable image mainly encourages customer loyalty and repeat purchase."},{"text":"bulk purchase","correct":false,"explanation":"A bulk purchase means buying a large quantity at once, often because of price or convenience. A suitable product image encourages repeat purchase instead."}]},{"id":"d15e12f3-78ea-4721-82b2-bc141e6f152e","cardType":"basic","points":2,"front":"Why should product design begin with the target market?","back":"A product designed for everyone may appeal strongly to nobody.","mcqOptions":[{"text":"A product designed for everyone may appeal strongly to nobody.","correct":true,"explanation":"Different customer groups have different needs and preferences, so trying to satisfy everyone can produce an unfocused product that does not strongly attract any group."},{"text":"A product designed for everyone may cost less to advertise.","correct":false,"explanation":"A broad audience usually requires wider, less focused promotion rather than automatically reducing advertising costs. The key risk is appealing strongly to nobody."},{"text":"A product designed for everyone may avoid the need for branding.","correct":false,"explanation":"Products still need a clear identity and positioning even when aimed widely. The problem with targeting everyone is that the product may appeal strongly to nobody."},{"text":"A product designed for everyone may guarantee high sales.","correct":false,"explanation":"A large potential audience does not guarantee demand, because the product may lack features valued by any specific group. It may appeal strongly to nobody."}]},{"id":"e481f040-355c-480f-9e9e-83cd5f1a0c7e","cardType":"basic","points":3,"front":"What can create a product's image in customers' minds?","back":"

Design, name and packaging
Price and promotion

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

Design, name and packaging
Price and promotion

","correct":true,"explanation":"Customers form an impression from visible product features and marketing decisions, including design, name, packaging, price and promotion."},{"text":"

Factory size and machinery
Staff wages and training

","correct":false,"explanation":"These are mainly internal production factors and are not usually what creates the product's image in customers' minds. Image comes from design, name, packaging, price and promotion."},{"text":"

Supplier contracts and stock levels
Delivery routes and storage

","correct":false,"explanation":"These operational decisions affect supply and distribution, but customers mainly perceive a product's image through its design, name, packaging, price and promotion."},{"text":"

Cash flow and profit margins
Loans and shareholder funds

","correct":false,"explanation":"These are financial aspects of running a business and do not directly shape the image customers associate with a product. Marketing and presentation do that."}]},{"id":"b35ec5c1-cc6a-4b21-8444-8430d575f5bc","cardType":"basic","points":2,"front":"Why should a product's image match the expectations of its target market?","back":"A matching image makes customers feel the product was made for them, encouraging repeat purchases.","mcqOptions":[{"text":"A matching image makes customers feel the product was made for them, encouraging repeat purchases.","correct":true,"explanation":"When the product's image reflects the target market's expectations, customers can feel recognised and understood, increasing satisfaction and the likelihood of buying again."},{"text":"A matching image makes customers feel the product was made for competitors, encouraging repeat purchases.","correct":false,"explanation":"Customers are more likely to respond positively when the product reflects their own needs, not competitors' needs. This sense of personal relevance encourages repeat purchases."},{"text":"A matching image makes customers feel the product was made without research, encouraging repeat purchases.","correct":false,"explanation":"A suitable image suggests the business understands its customers rather than ignoring research. Matching expectations can make customers feel the product was made for them."},{"text":"A matching image makes customers feel the product was made for wholesalers, encouraging repeat purchases.","correct":false,"explanation":"Wholesalers distribute products and are not necessarily the intended end users. The target market should recognise the product as made for them, encouraging repeat purchases."}]},{"id":"7fdd3bf1-70b8-4b97-b908-3e16c8f51200","cardType":"basic","points":2,"front":"How did Gymshark target its chosen market?","back":"It designed its clothing, website and image around young gym-goers who followed fitness accounts online.","mcqOptions":[{"text":"It designed its clothing, website and image around young gym-goers who followed fitness accounts online.","correct":true,"explanation":"Gymshark focused on a clearly defined audience and aligned its products, online presence and brand image with young people interested in fitness."},{"text":"It designed its clothing, website and image around older office workers who followed business accounts online.","correct":false,"explanation":"This changes Gymshark's target market from fitness-focused young gym-goers to office workers. The company specifically built its offering around young online fitness audiences."},{"text":"It designed its clothing, website and image around professional athletes who avoided social media online.","correct":false,"explanation":"Gymshark used online fitness communities to reach its chosen customers, so excluding social media and focusing only on professional athletes misrepresents its targeting."},{"text":"It designed its clothing, website and image around families seeking low-cost school uniforms online.","correct":false,"explanation":"School uniforms for families are a different market from Gymshark's fitness clothing audience. Its products and image were aimed at young gym-goers following fitness accounts."}]}]}],"examCountdown":{"examDate":"2027-05-12","paperLabel":"Paper 1"},"heading":"5.4.3 Developing new products","title":"5.4.3 Developing new products Flashcards","topbar":{"backHref":"/gcse/business/aqa/flashcards"},"topicSidebar":"$L36"}]}],"topicId":"19bfcb6d-b56f-4cf8-a9d8-895de4133c73","walled":"$L37"}],"$L38","$L39"]