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24:[["$","$L33",null,{"feature":"flashcards"}],"$L34",["$","$L35",null,{"href":"/gcse/business/edexcel/reward-in-business-activity/flashcards","label":"1.1.2b Reward in business activity","subjectCode":"gcse_business","surface":"flashcards"}],["$","$L36",null,{"runner":["$","div",null,{"className":"min-h-0 flex-1 overflow-hidden bg-background","children":["$","$L37",null,{"decks":[{"id":"f4e55ed2-bb10-4c61-aeca-cbab1e036198","title":"1.1.2b Reward in business activity Flashcards","topicId":"73384a08-ef12-4680-adc2-cf767aa3b056","topicSlug":"reward-in-business-activity","cards":[{"id":"3dd18f65-9e1d-49ec-96d0-618642d5ef87","cardType":"basic","points":1,"front":"What are the three rewards that attract entrepreneurs into business activity?","back":"

Profit
Business success
Independence

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

Profit
Business success
Independence

","correct":true,"explanation":"Profit, business success and independence are the three rewards that commonly motivate entrepreneurs to start and continue business activity."},{"text":"

Revenue
Market share
Employment

","correct":false,"explanation":"These are business outcomes or measures, not the three rewards identified here. The correct rewards are profit, business success and independence."},{"text":"

Low costs
High prices
Large premises

","correct":false,"explanation":"These are possible business decisions or conditions rather than entrepreneurial rewards. The relevant rewards are profit, business success and independence."},{"text":"

Customer loyalty
Staff promotion
Business expansion

","correct":false,"explanation":"These may result from successful trading but are not the three stated rewards attracting entrepreneurs. The correct set is profit, business success and independence."}]},{"id":"0a2cfb4e-ff04-4fb2-9a25-c6d2829611cf","cardType":"basic","points":1,"front":"How is profit calculated from revenue and costs?","back":"Profit is the revenue left after all business costs are deducted.","mcqOptions":[{"text":"Profit is the revenue left after all business costs are deducted.","correct":true,"explanation":"Profit is calculated by taking total revenue and deducting all business costs. The amount remaining is the return available to the owner or for reinvestment."},{"text":"Profit is the total money received before any business costs are deducted.","correct":false,"explanation":"This describes revenue, not profit. Profit is the revenue left after all business costs have been deducted from the money received."},{"text":"Profit is the total value of products sold, including unpaid costs.","correct":false,"explanation":"The value of sales is revenue, while unpaid costs still reduce the final return. Profit is revenue minus all business costs."},{"text":"Profit is the business costs left after all revenue is deducted.","correct":false,"explanation":"The relationship is reversed here, which would not measure the business return. Profit is the revenue remaining after deducting all business costs."}]},{"id":"bc4321f0-8bc4-4960-9ef9-1c8938222a20","cardType":"basic","points":1,"front":"A stall has revenue of £1,280 and costs of £950. What is its profit?","back":"£330","mcqOptions":[{"text":"£330","correct":true,"explanation":"Profit equals revenue minus costs: £1,280 - £950 = £330. The stall therefore keeps £330 after paying its stated costs."},{"text":"£230","correct":false,"explanation":"This result comes from subtracting incorrectly. The correct calculation is £1,280 - £950, giving a profit of £330."},{"text":"£2,230","correct":false,"explanation":"Adding revenue and costs gives £2,230, but profit requires costs to be subtracted from revenue. The correct profit is £330."},{"text":"£950","correct":false,"explanation":"£950 is the stall's costs, not its profit. Subtracting those costs from £1,280 revenue gives the correct profit of £330."}]},{"id":"ab1e3089-3af0-420c-953b-13962fc5ff77","cardType":"basic","points":2,"front":"Why is revenue not the same as profit?","back":"Revenue is money received; profit is what remains after costs.","mcqOptions":[{"text":"Revenue is money received; profit is what remains after costs.","correct":true,"explanation":"Revenue is the total money received from sales, whereas profit is the amount remaining once the business has paid its costs."},{"text":"Revenue is money remaining; profit is all money received before costs.","correct":false,"explanation":"These definitions are reversed. Revenue is received before costs are deducted, while profit is what remains afterwards."},{"text":"Revenue is money borrowed; profit is money received from sales.","correct":false,"explanation":"Borrowing is finance, not revenue, and sales receipts are revenue rather than profit. Profit is sales revenue less business costs."},{"text":"Revenue is costs paid; profit is the value of products sold.","correct":false,"explanation":"Costs paid are expenses, while the value of products sold creates revenue. Profit is the revenue left after costs."}]},{"id":"30640e2e-46a4-4594-acf8-d7bebd8484ec","cardType":"basic","points":1,"front":"What does independence allow a business owner to control?","back":"

Working hours
Products sold
How the business is run

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

Working hours
Products sold
How the business is run

","correct":true,"explanation":"Independence allows the owner to decide working hours, which products to sell and how the business is run without outside control."},{"text":"

Employee wages
Tax rates
How the business is regulated

","correct":false,"explanation":"Owners may influence wages, but they cannot set tax rates or remove legal regulation. Independence concerns control of working hours, products and operations."},{"text":"

Customer incomes
Competitor prices
How the market is regulated

","correct":false,"explanation":"An independent owner cannot control customers' incomes, competitors' prices or market regulation. They control working hours, products sold and how the business runs."},{"text":"

Supplier ownership
National demand
How the economy is managed

","correct":false,"explanation":"These factors are outside an owner's control. Independence gives control over working hours, products sold and the way the business is run."}]},{"id":"efa7bd22-b1bc-40a6-a489-313d69e5b78d","cardType":"basic","points":2,"front":"Why can business success exist before a business makes much profit?","back":"A business may already have survived, gained customers or built a recognised name.","mcqOptions":[{"text":"A business may already have survived, gained customers or built a recognised name.","correct":true,"explanation":"Business success includes surviving, gaining customers and establishing recognition. These achievements can exist before the business generates substantial profit."},{"text":"A business may already have closed, lost customers or built a recognised name.","correct":false,"explanation":"Closing and losing customers indicate failure rather than success. A business can show success by surviving, gaining customers or becoming recognised before making much profit."},{"text":"A business may already have borrowed, gained costs or built a recognised name.","correct":false,"explanation":"Borrowing and gaining costs do not demonstrate business success. Success can be shown through survival, customer growth and recognition before high profits arrive."},{"text":"A business may already have expanded, reduced customers or built a recognised name.","correct":false,"explanation":"Reducing its customer base is not evidence of success, even if expansion occurs. The relevant early achievements are survival, gaining customers and recognition."}]},{"id":"5c8b2f0d-caec-4422-8de5-b7a81963f072","cardType":"basic","points":2,"front":"How can a growing reputation make the next sale easier?","back":"A stronger reputation makes customers more likely to buy from the business.","mcqOptions":[{"text":"A stronger reputation makes customers more likely to buy from the business.","correct":true,"explanation":"A positive reputation builds trust and reduces customers' perceived risk, so they are more likely to choose the business for their next purchase."},{"text":"A stronger reputation makes suppliers more likely to charge from the business.","correct":false,"explanation":"Suppliers may offer better terms, but charging is not the direct reason the next sale becomes easier. Reputation makes customers more likely to buy."},{"text":"A stronger reputation makes customers more likely to avoid the business.","correct":false,"explanation":"A stronger positive reputation normally increases trust rather than encouraging avoidance. It makes customers more likely to purchase from the business."},{"text":"A stronger reputation makes competitors more likely to buy from the business.","correct":false,"explanation":"Competitors are not the intended customers in this explanation. A stronger reputation makes ordinary customers more likely to buy."}]},{"id":"81bf9b0e-0f87-49c8-bb19-96ed9ea52471","cardType":"basic","points":2,"front":"How did Julian Dunkerton demonstrate business success?","back":"He grew a market stall in Cheltenham into the recognised Superdry clothing brand.","mcqOptions":[{"text":"He grew a market stall in Cheltenham into the recognised Superdry clothing brand.","correct":true,"explanation":"Julian Dunkerton demonstrated business success by developing a market stall in Cheltenham into the recognised Superdry clothing brand."},{"text":"He grew a clothing factory in London into the recognised Superdry clothing brand.","correct":false,"explanation":"This changes the starting business and location. The example describes Julian Dunkerton growing a market stall in Cheltenham into Superdry."},{"text":"He grew a market stall in Cheltenham into an independent local café brand.","correct":false,"explanation":"The business began as a market stall in Cheltenham, but the recognised brand was Superdry, not a local café."},{"text":"He grew a retail shop in Bristol into the recognised Superdry clothing brand.","correct":false,"explanation":"This gives the wrong starting format and location. Dunkerton's success involved growing a market stall in Cheltenham into Superdry."}]},{"id":"0ab64472-0991-470c-9aec-12a430b7a873","cardType":"basic","points":2,"front":"Why is profit important beyond being a reward for the owner?","back":"It funds the owner's wages and money reinvested into business growth.","mcqOptions":[{"text":"It funds the owner's wages and money reinvested into business growth.","correct":true,"explanation":"Profit can provide the owner's income and finance reinvestment, such as expansion or improved equipment, helping the business continue and grow."},{"text":"It funds the owner's taxes and money borrowed from business lenders.","correct":false,"explanation":"Taxes are a business obligation and borrowing comes from lenders, not from profit itself. Profit funds the owner's wages and reinvestment in growth."},{"text":"It funds the owner's advertising and money withdrawn by suppliers.","correct":false,"explanation":"Advertising may be paid from profit, but suppliers do not withdraw the owner's profit as a reward. Profit supports wages and reinvestment."},{"text":"It funds the owner's competitors and money distributed by customers.","correct":false,"explanation":"Profit belongs to the business or owner and is not distributed to competitors or customers. It can fund wages and investment in growth."}]},{"id":"e1b51e7e-6b90-4eb9-9842-06fef0025f41","cardType":"basic","points":3,"front":"How would an owner focused mainly on profit make decisions?","back":"

Protect the profit margin through pricing
Control costs tightly
Drop products that do not pay

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

Protect the profit margin through pricing
Control costs tightly
Drop products that do not pay

","correct":true,"explanation":"A profit-focused owner protects the margin, limits costs and removes products that do not generate enough return, keeping attention on profitability."},{"text":"

Protect the market share through pricing
Increase costs deliberately
Keep products that do not pay

","correct":false,"explanation":"This prioritises market share and accepts wasteful costs. A profit-focused owner protects the profit margin, controls costs and drops products that do not pay."},{"text":"

Protect the profit margin through hiring
Control quality tightly
Drop products that do not sell

","correct":false,"explanation":"Hiring is not the main pricing decision, and products may sell without generating profit. The focus should be margin, costs and products that pay."},{"text":"

Protect the reputation through pricing
Control sales tightly
Drop products that do not grow

","correct":false,"explanation":"Reputation and sales growth are different objectives from direct profit maximisation. The owner would protect the margin, control costs and drop products that do not pay."}]},{"id":"d571643a-3494-4745-a2b8-ce23809840de","cardType":"basic","points":2,"front":"Why might an owner focused on business success accept a thin profit?","back":"They may cut prices to win market share and build the business for future success.","mcqOptions":[{"text":"They may cut prices to win market share and build the business for future success.","correct":true,"explanation":"Accepting a thin profit can allow lower prices, attracting customers and increasing market share. The owner expects this stronger position to support future success."},{"text":"They may raise prices to win market share and build the business for future success.","correct":false,"explanation":"Higher prices usually make gaining market share harder, especially when competitors offer alternatives. The success-focused owner may cut prices to attract customers."},{"text":"They may cut prices to win profit margin and build the business for future success.","correct":false,"explanation":"Cutting prices normally reduces the profit margin rather than winning it. The objective is to gain market share and build future success."},{"text":"They may cut prices to lose market share and build the business for future success.","correct":false,"explanation":"A success-focused owner cuts prices to attract more customers and gain market share, not to lose it. The intended trade-off is lower current profit for growth."}]},{"id":"a6e6f852-f425-4efa-b0b9-6547c1d21792","cardType":"basic","points":2,"front":"Why might an owner who values independence refuse outside investment?","back":"Outside investors may require the owner to share control of the business.","mcqOptions":[{"text":"Outside investors may require the owner to share control of the business.","correct":true,"explanation":"Investors usually expect influence in return for their finance. Refusing them can preserve the owner's independence and sole control over business decisions."},{"text":"Outside investors may require the owner to increase prices across the business.","correct":false,"explanation":"Investors may influence strategy, but a mandatory price increase is not the key independence concern. The owner may refuse investment to avoid sharing control."},{"text":"Outside investors may require the owner to reduce customers of the business.","correct":false,"explanation":"Reducing customers is not the usual reason to reject investment. The concern is that outside investors may demand a share of control."},{"text":"Outside investors may require the owner to change suppliers outside the business.","correct":false,"explanation":"Changing suppliers might be a possible strategic request, but it does not define the independence drawback. Outside investors may require the owner to share control."}]},{"id":"c7ee608c-4386-4ad4-9684-24b9ead7fcf0","cardType":"basic","points":2,"front":"Why can the prospect of profit keep a business going during its difficult early years?","back":"Expected profit can justify the owner's unpaid hours and continued effort.","mcqOptions":[{"text":"Expected profit can justify the owner's unpaid hours and continued effort.","correct":true,"explanation":"Although early trading may be difficult and unpaid, the expectation of future profit can make the owner's long hours and continued effort worthwhile."},{"text":"Expected revenue can justify the owner's unpaid hours and continued effort.","correct":false,"explanation":"Revenue does not show what remains after costs, so it may not reward the owner. Expected profit is what can justify continued unpaid effort."},{"text":"Expected loss can justify the owner's unpaid hours and continued effort.","correct":false,"explanation":"Ongoing expected losses normally discourage continued effort rather than justify it. The motivating prospect is future profit after the difficult early period."},{"text":"Expected independence can justify the owner's unpaid hours and continued effort.","correct":false,"explanation":"Independence may motivate an owner, but this explanation specifically concerns the financial prospect that sustains effort: expected future profit."}]},{"id":"7a223e3f-ff80-4245-8cda-90d5f9ca0469","cardType":"basic","points":2,"front":"What is one financial drawback of profit as a reward?","back":"Profit is uncertain and may arrive late, so owners may initially earn less than employees.","mcqOptions":[{"text":"Profit is uncertain and may arrive late, so owners may initially earn less than employees.","correct":true,"explanation":"Profit depends on sales and costs, so it is not guaranteed or immediate. Owners may therefore receive less income than employees at first."},{"text":"Profit is guaranteed and may arrive late, so owners may initially earn less than employees.","correct":false,"explanation":"Profit is not guaranteed because sales and costs can vary. Its uncertainty and possible delay may leave owners earning less than employees initially."},{"text":"Profit is uncertain and may arrive early, so owners may initially earn more than employees.","correct":false,"explanation":"Early profit is not assured, and owners may initially earn less rather than more. The drawback is that uncertain profit can arrive late."},{"text":"Profit is fixed and may arrive late, so owners may initially earn less than employees.","correct":false,"explanation":"Profit is not fixed; it changes with revenue and costs. Its uncertain and potentially delayed nature can mean owners initially earn less than employees."}]},{"id":"68365bb6-b101-4a79-ba53-e4679f44b404","cardType":"basic","points":2,"front":"What is one drawback of independence as a reward?","back":"The owner has nobody else to cover them, causing longer hours and constant responsibility.","mcqOptions":[{"text":"The owner has nobody else to cover them, causing longer hours and constant responsibility.","correct":true,"explanation":"Independence also means carrying responsibility alone. Without someone else to provide cover, the owner may work longer hours and remain responsible continuously."},{"text":"The owner has nobody else to cover them, causing shorter hours and constant responsibility.","correct":false,"explanation":"Lack of cover generally increases the owner's workload rather than shortening it. The drawback is longer hours combined with constant responsibility."},{"text":"The owner has nobody else to cover them, causing longer hours and limited responsibility.","correct":false,"explanation":"Independence does not reduce responsibility; the owner remains accountable for the business. The likely drawback is longer hours and constant responsibility."},{"text":"The owner has employees to cover them, causing longer hours and constant responsibility.","correct":false,"explanation":"The drawback arises because nobody else is available to cover the owner. Having employees provide cover would reduce, rather than create, this problem."}]},{"id":"2f58e90d-eac3-4843-8242-f1f0262ee51f","cardType":"basic","points":2,"front":"How can business growth reduce an owner's independence?","back":"Growth may require investors, whose involvement can cause the owner to lose control.","mcqOptions":[{"text":"Growth may require investors, whose involvement can cause the owner to lose control.","correct":true,"explanation":"Expansion may need external finance. Investors can demand influence or ownership in return, reducing the owner's independence and control over decisions."},{"text":"Growth may require investors, whose involvement can cause the owner to gain control.","correct":false,"explanation":"External investors usually receive influence rather than giving the original owner more control. Their involvement can cause the owner to lose control."},{"text":"Growth may require investors, whose involvement can cause the owner to reduce costs.","correct":false,"explanation":"Investors may encourage cost reduction, but that is not the direct loss of independence described here. Their involvement can reduce the owner's control."},{"text":"Growth may require investors, whose involvement can cause the owner to increase wages.","correct":false,"explanation":"Changing wages is a possible business decision, not the key independence issue. Investors may gain influence, causing the owner to lose control."}]},{"id":"0958e9ce-67ef-4340-b3b2-ce50defa0f58","cardType":"basic","points":2,"front":"Why can the three rewards conflict with one another?","back":"The quickest route to profit may involve investment that reduces the owner's independence.","mcqOptions":[{"text":"The quickest route to profit may involve investment that reduces the owner's independence.","correct":true,"explanation":"Investment can increase profit but require outside finance or partners, reducing the owner’s control. The three rewards therefore do not always improve together."},{"text":"The quickest route to profit may involve investment that increases the owner's independence.","correct":false,"explanation":"Investment may raise profit while bringing lenders or partners into decisions, which can reduce independence. Increased independence is not the usual conflict described."},{"text":"The quickest route to independence may involve investment that increases the owner's profit.","correct":false,"explanation":"This describes two rewards improving together rather than conflicting. The conflict occurs when investment for profit reduces the owner’s independence."},{"text":"The quickest route to a recognised name may involve investment that increases the owner's independence.","correct":false,"explanation":"A recognised name is a possible business reward, but this sentence does not explain the conflict between profit and independence caused by investment."}]},{"id":"f14ab499-7641-4cbe-aeb8-0ba3091442bf","cardType":"basic","points":2,"front":"What should determine whether a reward justifies the risk?","back":"Whether the likely reward matters more to the entrepreneur than the possible loss.","mcqOptions":[{"text":"Whether the likely reward matters more to the entrepreneur than the possible loss.","correct":true,"explanation":"Risk is justified when the entrepreneur personally considers the expected reward more important than the potential loss if the idea fails."},{"text":"Whether the likely reward matters more to the entrepreneur than the certain profit.","correct":false,"explanation":"Business rewards are usually uncertain, so comparing a likely reward with certain profit is inappropriate. The relevant comparison is with the possible loss."},{"text":"Whether the possible loss matters more to the entrepreneur than the likely reward.","correct":false,"explanation":"This reverses the decision rule. Accepting risk is more likely when the entrepreneur values the likely reward above the possible loss."},{"text":"Whether the likely reward is guaranteed to exceed the entrepreneur's possible loss.","correct":false,"explanation":"A reward does not need to be guaranteed to justify risk. The entrepreneur’s personal valuation of the likely reward compared with possible loss is what matters."}]},{"id":"8637d745-034d-4bdd-9660-44cd46be684f","cardType":"basic","points":2,"front":"Why might two entrepreneurs judge the same business idea differently?","back":"They may value different rewards or have different views about the reward's likelihood and timing.","mcqOptions":[{"text":"They may value different rewards or have different views about the reward's likelihood and timing.","correct":true,"explanation":"Entrepreneurs have different priorities and expectations. One may value independence highly, while another focuses on profit and expects rewards at a different time."},{"text":"They may value the same rewards and have identical views about the reward's likelihood and timing.","correct":false,"explanation":"Identical priorities and expectations should lead to similar judgements. Different valuations, likelihood estimates or timing expectations explain why views can differ."},{"text":"They may value different rewards but have the same views about the reward's cost and location.","correct":false,"explanation":"Costs and location can affect an idea, but this misses the key reason stated: entrepreneurs may judge rewards’ likelihood and timing differently."},{"text":"They may value the same rewards but have different views about the business's size and ownership.","correct":false,"explanation":"Business size and ownership are not the central comparison here. Different views about the rewards themselves, including likelihood and timing, cause different judgements."}]},{"id":"c314aee8-cbbb-4f1f-9282-4dc4f0dd5469","cardType":"cloze","points":null,"front":"The money remaining after a business pays its costs is called [ ].","back":"The money remaining after a business pays its costs is called profit.","mcqOptions":[{"text":"profit","correct":true,"explanation":"Profit is the money left after total business costs have been subtracted from revenue or sales income."},{"text":"revenue","correct":false,"explanation":"Revenue is the money received from sales before costs are deducted. The amount remaining after paying costs is called profit."},{"text":"cash flow","correct":false,"explanation":"Cash flow measures money moving into and out of a business over time. It is not simply the money left after costs are paid."},{"text":"market share","correct":false,"explanation":"Market share is the proportion of total market sales made by a business. It does not measure money remaining after costs."}]},{"id":"b5313199-7347-4afe-b8b6-e93ddde1dc9d","cardType":"cloze","points":null,"front":"Being your own boss and controlling how a business operates is called [ ].","back":"Being your own boss and controlling how a business operates is called independence.","mcqOptions":[{"text":"independence","correct":true,"explanation":"Independence is the reward of being your own boss and retaining control over how the business operates and decisions are made."},{"text":"profit","correct":false,"explanation":"Profit is money remaining after costs, not control over business decisions. Being your own boss describes independence."},{"text":"market share","correct":false,"explanation":"Market share measures a business’s proportion of total sales in a market. It does not describe being your own boss."},{"text":"name","correct":false,"explanation":"A recognised name can show business success, but it does not mean the owner controls the business. That reward is independence."}]},{"id":"4863470a-6bc0-4914-ac78-fd9ca5ca2565","cardType":"cloze","points":null,"front":"A business can show success through survival, a growing customer base or a recognised [ ], even before substantial profit arrives.","back":"A business can show success through survival, a growing customer base or a recognised name, even before substantial profit arrives.","mcqOptions":[{"text":"name","correct":true,"explanation":"A recognised name can indicate that customers know and value the business, providing evidence of success even before substantial profit is earned."},{"text":"profit","correct":false,"explanation":"Profit is money left after costs, whereas the sentence describes recognition by customers. A recognised name can show success before substantial profit arrives."},{"text":"independence","correct":false,"explanation":"Independence means controlling the business as its own boss. It does not describe something recognised by customers."},{"text":"location","correct":false,"explanation":"A location may affect business performance, but it is not something that becomes recognised as evidence of success in this sentence."}]},{"id":"d05d7ebf-34a1-4cfd-9b56-a67c935ed3ff","cardType":"cloze","points":null,"front":"An owner pursuing business success may accept a thin profit to win [ ].","back":"An owner pursuing business success may accept a thin profit to win market share.","mcqOptions":[{"text":"market share","correct":true,"explanation":"An owner may accept a low profit margin to attract customers and increase the business’s proportion of total sales, known as market share."},{"text":"independence","correct":false,"explanation":"Independence concerns control over the business, not attracting a larger proportion of market sales. The reward being pursued here is market share."},{"text":"profit","correct":false,"explanation":"Accepting a thin profit cannot sensibly be a way to win profit itself. The usual aim is to attract sales and gain market share."},{"text":"a recognised name","correct":false,"explanation":"A recognised name can be a reward from building a business, but the specific strategy of accepting thin profit is aimed at gaining market share."}]},{"id":"86e97447-21f7-4547-bdf7-1f4fed935f7b","cardType":"cloze","points":null,"front":"A stall taking £1,280 and spending £950 has a profit of [ ].","back":"A stall taking £1,280 and spending £950 has a profit of £330.","mcqOptions":[{"text":"£330","correct":true,"explanation":"Profit is calculated by subtracting spending from takings: £1,280 - £950 = £330."},{"text":"£230","correct":false,"explanation":"This results from subtracting £1,050 from the takings, rather than the stated £950. The correct calculation is £1,280 - £950 = £330."},{"text":"£2,230","correct":false,"explanation":"Adding takings and spending gives £2,230, but profit requires costs to be subtracted from revenue. The correct profit is £330."},{"text":"£950","correct":false,"explanation":"£950 is the amount spent, not the money remaining after costs. Subtracting spending from takings gives £1,280 - £950 = £330."}]}]}],"examCountdown":{"examDate":"2027-05-12","paperLabel":"Paper 1"},"heading":"1.1.2b Reward in business activity","title":"1.1.2b Reward in business activity Flashcards","topbar":{"backHref":"/gcse/business/edexcel/flashcards"},"topicSidebar":"$L38"}]}],"topicId":"73384a08-ef12-4680-adc2-cf767aa3b056","walled":"$L39"}],"$L3a","$L3b"]