Read the following passage and questions, then choose the right answer from options, the answer should be one of A, B, C, D.

<passage>:
A coworking space was the obvious choice: somewhere that would allow them to take on more desks as needed. (When I meet them a little over a year later, they were eight strong and hiring around one more each month.) "We looked at a few different spaces," says Wood, who had previously spent 10 years in management consultancy for Monitor Group (now Monitor Deloitte) and Bain &amp "It's an aesthetic that tells an investor you're being frugal with their money," says Morgan, "but it's also playful and energetic and that works for your brand. For us, it tells the tech companies we want to work with that we understand them. Coworking spaces say something about you, that you're a Second Home business or a Central Working business." they are sold several times over (a four-to-one ratio is thought to ensure the right level of occupancy without straining supply). The pair subsequently moved into a studio, then a larger office hacker spaces industry- and sector-coworking spaces more traditional office rentals from companies like Regus and Workspace and all manner of coworking spaces, from scruffy coops to coworking empires. Coworking began because startups and freelancers, typically in tech and the creative industries, needed somewhere to work. But as more organisations outsource more of their operations – or as large corporates seek to reach those startups – the range of activities represented among coworkers has expanded to comprehend almost everything. KPMG’s tech startup advice arm is based at Interchange in Camden. Merck, Microsoft, American Express and GE all lease desks at WeWork, in addition to running their own offices. The annual Global Coworking Survey, produced by Deskmag, anticipates that 10,000 new coworking spaces will open worldwide in 2016. In Europe, the estimated number of spaces (though it's hard to keep track) has risen from 3,400 in 2013 to around 7,800 in 2016. According to Cushman &amp The model has proved so successful that WeWork now has 103 locations in 29 cities worldwide. The company will open five new coworking spaces in London this year, bringing the total to 11, with Paddington large enough for 2,100 'members'. The company recently authorised the sale of up to $780m in new stock, giving it a $16bn valuation and making it, on paper, the sixth most valuable private startup in the world. The Freelancers' Union in the US claims that 30 per cent of the US working population is now freelance, and predicts a rise to 50 per cent by 2035. One in eight London workers are self-employed. But the unstoppable rise and rise of coworking isn't simply about corporate downsizing and the growth of the startup and the gig economy, significant though these are. What distinguishes contemporary coworking spaces is the nature of their cultural claims. A study by Harvard Business Review found that coworkers believe their work has more meaning. The authors suggested that working alongside people doing different things reinforces workers' identity and distinctiveness that coworkers feel they have more control over their lives (many spaces are open 24/7) The coworking space – even on a vast, industrial scale as at WeWork – is a club. And the whole point of clubs is that you want to belong to them. To someone raised in the era of the corporate office, used to the subversive feeling of being behind enemy lines, this may seem an odd way to think about the workplace. To anyone for whom The Office of Ricky Gervais and Stephen Merchant was painfully recognisable, with its grey partitions and random people thrown together to do pretty pointless things and get on each other's nerves, it might seem risible. Whatever, this shift in our sense of work helps to explain why workplaces have increasingly come to resemble clubs, and why no one is falling about laughing at the idea of Silva and Aldenton calling their workspace Second Home. The workspace has become an expression of identity – which raises two questions:  first, if coworking is all about finding a space to express your individualism, follow your passions, explore your creativity, why do the spaces all look so alike? And second, if the workplace is all about belonging to a club and clubs are by their nature exclusive, how scalable is that? WeWork Moorgate is the second largest coworking space in the UK after WeWork Paddington, accommodating 3,000 people over eight floors. A permanent desk will cost you £425 a month, rising to £675 depending on its location in the building. A one-person office will set you back £725 to £825 a month, a four-person £2,600 to £3,100. The largest office here is for 40 people Eugen Miropolski, Managing Director, Europe, says that WeWork is "much more than an office space provider. Members are given the space, community and services they need to create their life's work". Going around the building, what you mainly notice is that the spaces allotted to people's life's work are rather tiny and cramped. Effectively off corridors, they seem rather conventional behind their glass partitions: a desk, a chair, a lamp, a drawer. Many coworkers sit with their backs to their colleagues, staring at blank walls, with barely enough space for a third person to pass between them. You need a keycard to get anywhere inside the building. This empire of office space has been derided as 'McCoworking' but another way of looking at it might simply be that it's a sign of natural segmentation as the market matures. Many workspace providers set up because they wanted some office space themselves Coworking organisations increasingly see a market in digital nomads: if you can work from a coffee shop in Seven Dials, why not a rooftop in Bali? It's not even necessary to have a string of spaces across the world to attract drop-ins from elsewhere:Coworking Visa andCoPass offer 'passports' that guarantee a certain amount of time in any of their participating spaces. The single generation demographic bubble is of course the trouble with all this curation. Even while lip service is paid to ideas of innovation coming from unexpected places, from unlikely collisions and random connections, it is a very tough-minded curator who doesn't seek to be surrounded by people who are basically a bit like himself. With coworking spaces, as with the internet, there is the promise of connection and collaboration and a world of newness and surprise. And, as with the internet, there is a danger that you can easily end up talking either to people just like yourself. So what of those questions about style and scalability? As far as the former is concerned, coworking spaces do all look a little bit alike – but design has a long history of innovators and followers. Inevitably, everyone borrows the more directional visual cues, even to the point of pastiche. It seems likely that coworking spaces will follow a pattern set by festivals. They will proliferate, each developing its own distinctive vibe, projecting an array of differing identities while all answering a need for the increasingly autonomous workers of the future to hang out with other people.

<question>:
Many owners of coworking spaces

<options>:
A do not seem to put any sort of effort into the type of environment they supply.
B have cornered a market and are making a killing off of people.
C say that people actually enjoy coming to the office now.
D are losing money because no one is buying into the nonsense of what they are selling.

<answer>:

C