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13.

Line: From the every beginning TCL (Tata Chemicals Ltd.) has successfully grown by meeting consumer
requirements in a mutually beneficial way. To determine its benchmark, it uses its own ‘Customer Requirements
Determination Process (CRDP)’ where unit explores present and future customer requirements to
enable them to
(5) incorporate those in their business offering. This process starts with listening to end-users by exploring
various customer listening information sources. This information captures various expectations of customers.
Next step starts with identification of segments and matching of segment wise expectations. Outcome
of this exercise gives enough guidelines about new business scopes and grey areas of current
(10) business practices, After validation of customer expectations through cross checking, TCL matches
its internal resources and skill sets with external opportunities and threats to address attractive business
avenues. Launch of Tata Kisan Sansar was an outcome to that to offer all sort of end-to end agree solutions
of farmers.
Agriculture today contribute a lot of the development of Indian economy with
(15) an employment share of around 69 percent of the work force and with a contribution of near about 24
percent of the GDP of the country. Indian agriculture sector has its importance in economic growth but
value addition in this sector in terms of earning capacity is decreasing because of greater income streams
form industry and services sectors. The continuous expanding of the gap in per
(20) capita income between the agriculture and non-agriculture sectors has huge economic ad social
implications and it is almost necessary to empower the farmers financially by enriching the source of
income. In this backdrop, one of the motivations for TCL to start ‘Tata Kisan Sansar (TKS)’ was to ensure
business by empowering agri-product producers. again TCL felt that due to its business nature of
(25) manufacturing and marketing commodities, it developed an image of a purely product centrie organization.
TCL’s internal research substantiated its feeling and it recognized a paradigm shift towards a
customer centric organization.
TCL first started ‘Tata Kisan Kendra’ in 1988, executive franchised retail outlets of ‘Tata with the objective
of proving ‘one-stop agri input shop’ to the farmers. With the
(30) marketing function being transferred from Rallis to tata chemicals, TCL used the Tata Kisan Kendras
(TKKS) more extensively to market their products. It was understood by the company that the range of
offering under the TKKS offered an attractive basket of benefits to the farmers. The business model of the
TKKs was base on offering a complete set of inputs to the farmer. Along with this, it also offered
(35) extension services and technology inputs to help farmers plan their crops. At that time it dealt more
with offering fertilizers and other inputs form those centers. Over the time it realized the job is half done
because requirement of a farmer is multi-layered. To offer more holistic services it changed “Tata Kisan
Kendra” as ‘Tata mulit-layered. To offer a more holistic services it changed “Tata Kisan Kendra’ as ‘Tata
Kisan Sansar’ and repositioned it as ‘one-stop farmers solution shop’ by offering entire
(40) range of agri services including quality agri input products. Objective was to empower farmers by
providing them information about better agronomic practices, facilitating farm credit and providing quality
agri inputs from a single source.

[1]

Which of the following bets described the purpose of the statement in bold (agriculture... income)?
(A) The emergence of TKS is only because of the rising gap between the income. From the agriculture and non-agriculture sources.
(B) The farmers income can be enriched through TKS.
(C) The alternate sector growth can only be curtailed through emphasis on TKS.
(D) TKS can enhance agriculture’s GDP contribution.

[2]

As a business manage, what was not a major motivation behind using ‘CRDP’ model?
(A) Ensuring sustainable competitive advantage by knowing customer is in a better manner.
(B) Fro segmenting the market in heterogeneous group of customers to serve better.
(C) For estimating of gap analysis of what customer expects and TCL delivers.
(D) Formulate business offering and identification of one business scopes.

[3]

What would have been a wrong decision as a manager in the context of ‘CRDP’ programme of TCL?
(A) Using external agencies to cross check validity of information.
(B) Using information to offer readymade solution for different initiatives of TCL.
(C) Identify external opportunities to explore in a strategically profitable manner.
(D) Projecting TCL as more customer centric organization.

[4]

For long term sustainability of TKS as a concept a manger should not?
(A) Project TKS as a corporate social responsibility initiative of TCL.
(B) Enrich offering of TKS with added facilities and services.
(C) Position itself as a commodity retailing centre of TCL.
(D) Focus on return on investment of TKS initiatives.

[5]

Transition from TKK to TKS was logical for TCL because:
(A) Conceptually there was a mismatch between skill sets of TCL and TKK.
(B) TKK lost its acceptability as it became older as a concept and could not leverage first mover advantages.
(C) Emerging needs sets outmoded existing value proposition of TKK.
(D) Changing demographics of farmers forced TCL to add new spark in its offer.

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14.

We now come to the second part of our journey under the sea. The first ended with the moving scene in the coral cemetery which left a deep impression on my mind. I could no longer content myself with the theory which satisfied Conseil. That worthy fellow persisted in seeing in the Commander of the Nautilus one of those unknown servants who returns mankind contempt for indifference. For him, he was a misunderstood genius who, tired of earth‘s deceptions, had taken refuge in this inaccessible medium, where he might follow his instincts freely. To my mind, this explains but one side of Captain Nemo‘s character. Indeed, the mystery of that last night during which we had been chained in prison, the sleep, and the precaution so violently taken by the Captain of snatching from my eyes the glass I had raised to sweep the horizon, the mortal wound of the man, due to an unaccountable shock of the Nautilus, all put me on a new track. No; Captain Nemo was not satisfied with shunning man. His formidable apparatus not only suited his instinct of freedom, but perhaps also the design of some terrible retaliation.

That day, at noon, the second officer came to take the altitude of the sun. I mounted the platform, and watched the operation. As he was taking observations with the sextant, one of the sailors of the Nautilus (the strong man who had accompanied us on our first submarine excursion to the Island of Crespo) came to clean the glasses of the lantern. I examined the fittings of the apparatus, the strength of which was increased a hundredfold by lenticular rings, placed similar to those in a lighthouse, and which projected their brilliance in a horizontal plane. The electric lamp was combined in such a way as to give its most powerful light. Indeed, it was produced in vacuo, which insured both its steadiness and its intensity. This vacuum economised the graphite points between which the luminous arc was developed - an important point of economy for Captain Nemo, who could not easily have replaced them; and under these conditions their waste was imperceptible. When the Nautilus was ready to continue its submarine journey, I went down to the saloon. The panel was closed, and the course marked direct west.

We were furrowing the waters of the Indian Ocean, a vast liquid plain, with a surface of 1,200,000,000 of acres, and whose waters are so clear and transparent that any one leaning over them would turn giddy. The Nautilus usually floated between fifty and a hundred fathoms deep. We went on so for some days. To anyone but myself, who had a great love for the sea, the hours would have seemed long and monotonous; but the daily walks on the platform, when I steeped myself in the reviving air of the ocean, the sight of the rich waters through the windows of the saloon, the books in the library, the compiling of my memoirs, took up all my time, and left me not a moment of ennui or weariness.

From the 21st to the 23rd of January the Nautilus went at the rate of two hundred and fifty leagues in twenty-four hours, being five hundred and forty miles, or twenty-two miles an hour. If we recognized so many different varieties of fish, it was because, attracted by the electric light, they tried to follow us; the greater part, however, were soon distanced by our speed, though some kept their place in the waters of the Nautilus for a time. The morning of the 24th, we observed Keeling Island, a coral formation, planted with magnificent cocos, and which had been visited by Mr. Darwin and Captain Fitzroy. The Nautilus skirted the shores of this desert island for a little distance. Soon Keeling Island disappeared from the horizon, and our course was directed to the north-west in the direction of the Indian Peninsula.

From Keeling Island our course was slower and more variable, often taking us into great depths. Several times they made use of the inclined planes, which certain internal levers placed obliquely to the waterline. I observed that in the upper regions the water was always colder in the high levels than at the surface of the sea. On the 25th of January the ocean was entirely deserted; the Nautilus passed the day on the surface, beating the waves with its powerful screw and making them rebound to a great height. Three parts of this day I spent on the platform. I watched the sea. Nothing on the horizon, till about four o‘clock a steamer running west on our counter. Her masts were visible for an instant, but she could not see the Nautilus, being too low in the water. I fancied this steamboat belonged to the P.O. Company, which runs from Ceylon to Sydney, touching at King George‘s Point and Melbourne.

At five o‘clock in the evening, before that fleeting twilight which binds night to day in tropical zones, Conseil and I were astonished by a curious spectacle. It was a shoal of argonauts traveling along on the surface of the ocean. We could count several hundreds. These graceful molluscs moved backwards by means of their locomotive tube, through which they propelled the water already drawn in. Of their eight tentacles, six were elongated, and stretched out floating on the water, whilst the other two, rolled up flat, were spread to the wing like a light sail. I saw their spiral-shaped and fluted shells, which Cuvierjustly compares to an elegant skiff. For nearly an hour the Nautilus floated in the midst of this shoal of molluscs.

The next day, 26th of January, we cut the equator at the eighty-second meridian and entered the northern hemisphere. During the day a formidable troop of sharks accompanied us. They were ―cestracio philippi‖ sharks, with brown backs and whitish bellies, armed with eleven rows of teeth, their throat being marked with a large black spot surrounded with white like an eye. There were also some Isabella sharks, with rounded snouts marked with dark spots. These powerful creatures often hurled themselves at the windows of the saloon with such violence as to make us feel very insecure. But the Nautilus, accelerating her speed, easily left the most rapid of them behind.

About seven o‘clock in the evening, the Nautilus, half-immersed, was sailing in a sea of milk. At first sight the ocean seemed lactified. Was it the effect of the lunar rays? No; for the moon, scarcely two days old, was still lying hidden under the horizon in the rays of the sun. The whole sky, though lit by the sidereal rays, seemed black by contrast with the whiteness of the waters. Conseil could not believe his eyes, and questioned me as to the cause of this strange phenomenon. Happily I was able to answer him.

"It is called a milk sea," I explained. "A large extent of white wavele often to be seen on the coasts of Amboyna, and in these parts of the sea."

"But, sir," said Conseil, "can you tell me what causes such an effect? For I suppose the water is not really turned into milk."

"No, my boy; and the whiteness which surprises you is caused only by the presence of myriads of luminous little worm, gelatinous and without colour, of the thickness of a hair, and whose length is not more than seven-thousandths of an inch. These insects adhere to one another sometimes for several leagues."

"Several leagues!" exclaimed Conseil.

"Yes, my boy; and you need not try to compute the number of these infusoria. You will not be able, for, if I am not mistaken, ships have floated on these milk seas for more than forty miles."

Towards midnight the sea suddenly resumed its usual colour; but behind us, even to the limits of the horizon, the sky reflected the whitened waves, and for a long time seemed impregnated with the vague glimmerings of an aurora borealis.

[1]

Find the TRUE Sentence:
A. According to the narrator, the above-mentioned journey was taking place during full moon period.
B. According to Conseil, the Captain of the Nautilus in which they were traveling was really a brilliant person, a fact which had been corroborated by many people.
C. It is implied from the passage that although the author was witnessing many interesting events during their journey, he was not always having his way.
D. From the chronicle, it is understood that the Nautilus was in the vicinity of the Island of Crespo on the 25 of January.

[2]

Find the FALSE sentence:
A. After entering the Northern Hemisphere, the narrator witnessed several sea creatures, including several varieties of sharks, who kept bumping on the windows of the submarine.
B. On 25 January, the second officer of Nautilus came to the platform for measuring the altitude of the sun and for that purpose took observations with the sextant.
C. After January 24, Nautilus started traveling at a relatively reduced speed, and some of the time it was going further away from the sea-surface.
D. The course of Nautilus took them near the Keeling Island, which had earlier been visited by Mr. Darwin and Captain Fitzroy.

[3]	Match the following: 1. Molluses 2. Sharks 3. Infusia 4. Coral i. Colourless ii. Tentacles iii. Coco iv. Snouts A. 1- ii, 2-iv, 3-i, 4-iii. B. 1- iii, 2-i, 3- iv, 4-ii. C. 1- iv, 2-iii, 3-ii, 4-i. D. 1- iii, 2-ii, 3-iv, 4-i.

[4]

Find the TRUE statement:
A. During 22nd to 24th of January. Nautilus was traveling at the rate of two hundred and fifty leagues in twenty-four hours, which means a speed of twenty-two miles an hour.
B. On 26th January for approximately an hour the narrator witnessed a shoal of mollusks, and he enjoyed watching their spiral-shaped and fluted shells.
C. On the 25th of January the narrator come across a steamboat, which was owned by PO Company, which travels between Ceylon to Sydney.
D. The electric lamp of the submarine was an example of efficiency and effective fixtures.

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15.

My comrade and I had been quartered in Jamaica, and from there we had been drafting off to the British settlement of Belize, lying away West and North of the Mosquito coast. At Belize there had been great alarm of one cruel gang of pirates (always more pirates than enough in those Caribbean Seas), and as they got the better of our English cruisers by running into out-of-the-way creeks and shallows, and taking the land when they were hotly pressed, the governor of Belize had received orders from home to keep a sharp look-out for them along shore. Now, there was an armed sloop came once a year from Port Royal, Jamaica, to the Island, laden with all manner of necessaries to eat, and to drink, and to wear, and to use in various ways; and it was aboard of that sloop which had touched at Belize, that I was standing, leaning over the bulwarks.

The Island was occupied by a very small English colony. It had been given the name of Silver-Store. The reason of its being so called, was, that the English colony owned and worked a silver-mine over on the mainland, in Honduras, and used this Island as a safe and convenient place to store their silver in, until it was annually fetched away by the sloop. It was brought down from the mine to the coast on the backs of mules, attended by friendly local people and guarded by white men; from thence it was conveyed over to Silver-Store, when the weather was fair, in the canoes of that country; from Silver-Store, it was carried to Jamaica by the armed sloop once a-year, as I have already mentioned; from Jamaica, it went, of course, all over the world.

How I came to be aboard the armed sloop, is easily told. Four-and-twenty marines under command of a lieutenant - that officer‘s name was Linderwood - had been told off at Belize, to proceed to Silver-Store, in aid of boats and seamen stationed there for the chase of the Pirates. The Island was considered a good post of observation against the pirates, both by land and sea; neither the pirate ship nor yet her boats had been seen by any of us, but they had been so much heard of, that the reinforcement was sent. Of that party, I was one. It included a corporal and a sergeant. Charker was corporal, and the sergeant‘s name was Drooce. He was the most tyrannical non-commissioned officer in His Majesty‘s service.

The night came on, soon after I had had the foregoing words with Charker. All the wonderful bright colours went out of the sea and sky in a few minutes, and all the stars in the Heavens seemed to shine out together, and to look down at themselves in the sea, over one another‘s shoulders, millions deep.

Next morning, we cast anchor off the Island. There was a snug harbour within a little reef; there was a sandy beach; there were cocoa-nut trees with high straight stems, quite bare, and foliage at the top like plumes of magnificent green feathers; there were all the objects that are usually seen in those parts, and I am not going to describe them, having something else to tell about.

Great rejoicings, to be sure, were made on our arrival. All the flags in the place were hoisted, all the guns in the place were fired, and all the people in the place came down to look at us. One of the local people had come off outside the reef, to pilot us in, and remained on board after we had let go our anchor.

My officer, Lieutenant Linderwood, was as ill as the captain of the sloop, and was carried ashore, too. They were both young men of about my age, who had been delicate in the West India climate. I thought I was much fitter for the work than they were, and that if all of us had our deserts, I should be both of them rolled into one. (It may be imagined what sort of an officer of marines I should have made, without the power of reading a written order. And as to any knowledge how to command the sloop—Lord! I should have sunk her in a quarter of an hour!)

However, such were my reflections; and when we men were ashore and dismissed, I strolled about the place along with Charker, making my observations in a similar spirit.

It was a pretty place: in all its arrangements partly South American and partly English, and very agreeable to look at on that account, being like a bit of home that had got chipped off and had floated away to that spot, accommodating itself to circumstances as it drifted along. The huts of the local people, to the number of five- and-twenty, perhaps, were down by the beach to the left of the anchorage. On the right was a sort of barrack, with a South American Flag and the Union Jack, flying from the same staff, where the little English colony could all come together, if they saw occasion. It was a walled square of building, with a sort of pleasure-ground inside, and inside that again a sunken block like a powder magazine, with a little square trench round it, and steps down to the door.

Charker and I were looking in at the gate, which was not guarded; and I had said to Charker, in reference to the bit like a powder magazine, "That‘s where they keep the silver you see;" and Charker had said to me, after thinking it over, "And silver ain‘t gold. Is it, Gill?"

[1]

Find out the TRUE statement:
A. During the time of the narration, the total number of pirates at Belize was much more than the same in the Caribbean Seas.
B. From the accounts presented here, when the narrator of the passage made the journey he already happened to be an experienced sailor with considerable navigating experiences.
C. The author and his friends used to consider Drooce as the most authoritarian non- commissioned officer in Her Majesty‘s service.
D. While walking with Charker, the narrator came across a barrack like structure where all the English settlers could assemble and stay together, if there was any necessity for doing so.

[2]

Find out the FALSE statement:
A. According to the passage, the silver that was being stored in the place where the author went to was being mined in Honduras.
B. The narrator noted that the silver was being transported from the mine to the coast on the backs of mules, after which it was being sent to Jamaica in a sloop, from where it was reaching various destinations.
C. Although the sea-voyage near Belize was being threatened by the presence of one notorious pirate fleet, the captain of the patrolling ship was accompanied by less than thirty soldiers.
D. The Island the author talks here about was considered to be a good point for surveillance against the pirates both by land and sea.

[3]

Find out the TRUE Statement:
A. The author was initially staying in Jamaica, which is located in the West and North of the Mosquito coast.
B. A casual review of the place by the narrator revealed that the store for keeping the silver was heavily guarded, fearing a possible pirate attack anytime.
C. The narrator and his companion noticed the South American Flag and the Union Jack flying on the port office.
D. When the ship entered the harbour, both it‘s Captain and Lieutenant Linderwood was unwell as the West Indian climate was not suiting them.

[4]

Mark the FALSE statement:
A. It was being difficult to capture the pirates because they either used to hide in uncommon waters whenever the patrolling ships were pursuing them or used to disembark and flee whenever severely chased.
B. The local canoes were employed by the miners to bring the silver from the coast to the island during favorable climatic condition.
C. The lifestyle of the island was not exactly British as it had to adjust itself with the local South American culture, but the same seemed quite delightful for the narrator and his company.
D. When Corporal Charker and Sergent Gill were walking around the harbour, they noticed that the size of the settlement of the local people was not very large.

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16.

Turning the business involved more than segmenting and pulling out of retail. It also meant maximizing every strength we had in order to boost our profit margins. In reexamining thee direct model, we realized that inventory management was not just a core strength; it could be an incredible opportunity for us, and one that had not yet been discovered by any of our competitors.

In Version 1.0 the direct model, we eliminated the reseller, thereby eliminating the markup and the cost of maintaining a store. In Version we went one step further to reduce inventory inefficiencies. Traditionally, a long chain of partners was involved 1irgettIn customer. Let‘s say you have a factory building a PC we‘ll call model #4000. The system is then sent to the distributor, which sends it to the warehouse, which sends it to the dealer, who eventually pushes it on to the consumer by advertising, "I‘ve got model #4000. Come and buy it." If the consumer says, "But I want model #8000," the dealer replies, "Sorry, I only have model #4000." Meanwhile, the factory keeps building model #4000s and pushing the inventory into the channel.

The result is a glut of model #4000s that nobody wants. Inevitably, someone ends up with too much inventory, and you see big price corrections. The retailer can‘t sell it at the suggested retail price, so the manufacturer loses money on price protection (a practice common in our industry of compensating dealers for reductions in suggested selling price). Companies with long, multi-step distribution systems will often fill their distribution channels with products in an attempt to clear out older targets. This dangerous and inefficient practice is called ―channel stuffing‖ Worst of all, the customer ends up paying for it by purchasing systems that are already out of date.

Because we were building directly to fill customers‘ orders, we didn‘t have finished goods inventory devaluing on a daily basis. Because we aligned our suppliers to deliver components as we used them, we were able to minimize raw material inventory. Reductions in component costs could be passed on to our customers quickly, which made them happier and improved our competitive advantage. It also allowed us to deliver the latest technology to our customers faster than our competitors.

The direct model turns conventional manufacturing inside out. Conventional manufacturing because your plant can‘t keep going. But if you don‘t know what you need to build because of dramatic changes in demand, you run the risk of ending up with terrific amounts of excess and obsolete inventory. That is not the goal. The concept behind the direct model has nothing to do with stockpiling and everything to do with information. The quality of your information inversely amount of assets required, in this case excess inventory. With less information about customer needs, you need massive amounts of inventory. So, if you have great information – that is, you know exactly what people want and how much - you need that much, less inventory. Less inventory, of course, corresponds to less inventory depreciation. In the computer industry, component prices are always falling as suppliers introduce faster chips, bigger disk drivers and modems with ever-greater bandwidth. Let‘s say that Dell has six days of inventory. Compare that to an indirect competitor who has twenty-five days of inventory with another thirty in their distribution channel. That‘s a difference of forty-nine days; and in forty-nine days, the cost of materials will decline about 6 percent.

Then there‘s the threat of getting stuck with obsolete inventory if you‘re caught in a transition to a next-generation product, as we were with those memory chip in 1989. as the product approaches the end of its life, the manufacturer has to worry about whether it has too much in the channel and whether a competitor will dump products, destroying profit margins for everyone. This is a perpetual problem in the computer industry, but with the direct model, we have virtually eliminated it. We know when our customers are ready to move on technologically, and we can get out of the market before its most precious time. We don‘t have to subsidize our losses, by charging higher prices for other products.

And ultimately, our customer wins. Optimal inventory management really starts with the design process. You want to design the product so that the entire product supply chain, as well as the manufacturing process, is oriented not just for speed but for what we call velocity. Speed means being fast in the first place. Velocity means squeezing time out of every step in the process.

Inventory velocity has become a passion for us. To achieve maximum velocity, you have to design your products in a way that covers the largest part of the market with the fewer number of parts. For example, you don‘t need nine different disk drives when you can serve 98 percent of the market with only four. We also learned to take into account the variability of the lost cost and high cost components. Systems were reconfigured to allow for a greater variety of low-cost parts and a limited variety of expensive parts. The goal was to decrease the number of components to manage, which increased the velocity, which decreased the risk of inventory depreciation, which increased the overall health of our business system.

We were also able to reduce inventory well below the levels anyone thought possible by constantly challenging and surprising ourselves with the result. We had our internal skeptics when we first started pushing for ever-lower levels of inventory. I remember the head of our procurement group telling me that this was like "flying low to the ground 300 knots." He was worried that we wouldn‘t see the trees.

In 1993, we had $2.9 billion in sales and $220 million on in inventory. Four years later, we posted $12.3 billion in sales and had inventory of 33 million. We‘re now down to six days of inventory and we‘re starting to measure it in hours instead of days. Once you reduce your inventory while maintaining your growth rate, a significant amount of risk comes from the transition from one generation of product to the next. Without traditional stock of inventory, it is critical to precisely time the discontinuance of the older product line with the ramp-up in customer demand for the newer, one. Since we were introducing new products all the time, it became imperative to avoid the huge drag effect from mistakes made during transitions. ―excess and obsolete‖ - became taboo at Dell. We would debate about whether our E

[1]

Find out the TRUE statement:
A. According to the passage, the working of the direct model was being heavily exploited by all players in the software business.
B. Analysis of the supply chain of the product reveals that the product is sent to the warehouse by the dealer, and any delay at that stage leads to an obvious increase in cost.
C. The nature of the computer industry is such that the production decision at factory level is usually undertaken after getting the customer demand feedback from the distributors.
D. Whenever the production of some old-fashioned model of a product by a company exceeds the existing demand, the market forces create a downward pressure on its prices.

[2]

Find out the FALSE statement:
A. The company mentioned in the passage could attain efficiency on raw material inventory management because they were procuring components only in line with their timely requirement.
B. Generally the more the amount of quality information about the consumer needs and the market a firm possess, the less is its inventory requirement.
C. In order to serve the market more efficiently, the firm mentioned here reconfigured their computers with increased proportion of low-cost parts and a fewer types of high-priced parts.
D. The conventional manufacturing system always ensured that no competitor can lower prices to reduce profit margins for everybody.

[3]

Choose the option which best matches the following sets:
1. Inventory
2. Conventional Manufacturing
3. Distributor
4. Market
i. Precarious
ii. Warehouse
iii. Stockpile
iv. Velocity
A. 1 – iv, 2 – ii, 3 – i, 4 – iii
B. 1 – iii, 2 – i, 3 – iv, 4 – ii
C. 1 – iv, 2 – iii, 3 – ii, 4 – i
D. 1 – iii, 2 – ii, 3 – iv, 4 – i

[4]

Find out the FALSE Statement:
A. Having less amount of inventory is better in the computer industry as with time better quality components with enhanced capacity reach the market with lower price.
B. Before improving the inventory management system under the direct model, the firm first removed the reseller from its marketing model, which contributed in its cost-cutting attempt.
C. The efficient inventory management allowed the firm to enhance productivity as well as the flexibility to enter or exit a market.
D. The companies with long distribution network incorporate information- gathering process within their systems which enable them to market products with latest available technologies.

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