- English Language
- GK
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Intelligence & CR
- Alphabet & Number Ranking
- Analytical Reasoning
- Blood Relations Test
- Coding - Decoding
- Comparision of Ranks
- Direction Sense Test
- Mathematical Operation / Number Puzzles
- Series
- Sitting Arrangement
- Statement and Arguement
- Statement and Conclusion
- Statement and Course of Action
- Statement-Assumption
- Syllogism
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Mathematical Skills
- Average
- Calender
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- Logarithms
- Mensuration
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- Number System
- Percentage
- Permutation and Computation
- Probability
- Profit and Loss
- Ratio and Proportion
- Set Theory
- Simple calculations
- Simple Equations
- Simple Interest and Compound Interest
- Time and Work
- Time, Speed and Distance
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73.
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74.
In the early 1950s, a plague clouded the American landscape. A mysterious virus stalked the nation’s youth like a silent, invisible killer. For generations, it had been devouring young lives. But in the previous
three decades the number of its victims had increased dramatically. Those it did not kill, it left hopelessly paralyzed and deformed. Mewspaper artists sometimes depicted the disease as a dragon. Its common name was infantile paralysis, or poliomyelitis, or simply polio.
Polio struck every summer, turning strong bodies into crumpled ones, leaving in its wake withered limbs in steel braces and straps. It was simply expected when the children returned to school each fall that a friend or classmate would have been lost to polio over the summer. Everyone knew a victim - if not in their own family, it was the boy down the street or one on the next street. By the early 1950s, some 50,000 cases per year were being reported, and 1952 alone saw 59,000 new cases.
But in April of 1955 a miracle occurred. It came in the form of an announcement that a vaccine had been discovered that could actually prevent polio. With completion of a series of research field tests, the news media hailed it as the most dramatic breakthrought in the history of medical research.
The hero of the day; the man slew the polio dragon, was a shk young doctor named Jonas Salk. Stories of
his heroic effort to perfect his vaccine filled the newspapers. In the months prior to final development of the vaccine, Salk had pushed himself to the limits of human endurance. Realizing he was close to a breakthrough, he worked seven days a week, often up to 20 or 30 hours at a time without sleep. He often skipped meals. the public lionized him for his efforts. But that was not the case among those in those scientific community. Behind the scenes, unknown to the public, Salk was being vilified by his peers. At one point some leading scientists even tried to stop distribution of his life-saving vaccine.
Salk’s fellow scientists in biological research considered him an outsider, intruding into their domain. In fact, in order to acquire funds for his research, Salk had to go outside normal channels. When he did so, scientists accused him of being a publicity hound. The research establishment was especially jealous of Salk’s relationship with Basil O’Connor, the man who supplied much of his funding. As president of the National Foundation for Infantile Paralysis, O’Connor held the purse strings to millions in research dollars. And he believed in Salk.
Basil O’Connor knew firsthand the devastating effects of the disease. His daughter had been stricken with polio. And when O’Connor was young man, Franklin Roosevelt had been his best friend and law partner, long before becoming president of the United Staes.O’Connor had seen polio turn an athletic young Roosevelt into a man unable to stand without leg braces and walking sticks.In Jonas Salk, O’Connor found someone who shared his outright hatred for the disease.
Viewed in retrospect, one might understand the opposition of biological research scientists to Salk’s method. He made many transgressions against traditional research. For one thing, the very efficacy of his vaccine toppled one of the most universally accepted (though erroneous) tenets of orthodox virology - the motion that an active virus could not be checked by its own dead viral bodies. That was precisely the path Salk chose to develop his vaccine.
For decades, traditional biologists had been waging what they considered a deliberate, correct, gentleman’s fight against polio with efforts focused on treatment rather than prevention. By contrast, Salk fought the dragon like a man possessed, seeking a final cure. He had grown up on the fringes of poverty and developed an attitude more humanist than scientific, a man unwilling to abide senseless rules in the face of a crisis. He flailed against the disease like a punch-drunk street fighter-and he landed a knockout blow. Finally, his success proved the greatest transgression of all against his fellow scientists. By the 1950s, researching polio was a very big business, and overnight, Salk made further efforts redundant. It was unheard of that an outsider, working independently;could accomplish what the nation’s top scientists with their great laboratories and countless millions of dollars could not. They expressed their bitterness in rather petty ways, even refusing to accept Salk into the National Academy of Science. The reason? Salk, they contended, was not really a scientist - only a technician.
The public never knew the depths of his colleagues’ resentment. It was almost a decade after his discovery before Salk himself would even discuss it. “The worst tragedy that could have befallen me was my success,” he told an interviewer. “I knew right away that I was through, that I would be cast out.”
But he was not through. With the polio dragon defeated, he launched a campaign to raise funds to construct the Salk Intitute for Biological Studies at Torrey Pines, California. He worked there, surrounded by bright, young scientists until his death at age eighty. Salk later became obsessed with finding a cure for the human immunodeficiency virus (HIV) that causes AIDS. Also until the day he died, he was trying to catch lightning in a test tube one last time. Perhaps a man is allotted only one miracle in his lifetime.
Today, research scientists work in the laboratories Jonas Salk built, searching for mew weapons in the fight against dragons that defy destruction: cancer, AIDS, Alzheimer’s, cerebral palsy, multiple sclerosis, and Parkinson’s. Among those scientists at Torrey Pines, waging gentlemanly wars against the microscopic enemies of man, perhaps a new maverick will emerge - a stubborn street fighter who will defeat the odds and capture the lightning that eluded Jonas Salk.[1] Which of the following statement is true?
(A) For a long time the efforts made by traditional biologists in the battle against polio had been a combination of finding cure for the polio patients as well as preventing the never occurrences.
(B) Within three years from the menace of polio reaching a new peak, the antidote for the deadly disease was discovered by a relatively lesser known person.
(C) Basil O’Connor had been a good friend of Theodore Roosevelt and his law partner.
(D) The scientists at Salk Institute for Biological Studies are currently doing research to invent medicines to ensue permanent cures for diseases like AIDS, cerebral palsy,. multiple stenosis etc.[2] Which of the following statement is false?
(A) A major proportion of the funds required for the research by Dr. Salk came from National Foundation for Infantile Paralysis, whose president Basil O’Connor ensured the requisite amount for him.
(B) The extent of the resentment of the colleagues’ of Dr. Salk over his achievement was known to the people almost thirty years after the invention of the vaccine against the disease.
(C) The top scientists of the country did not favour the entry of Dr. Salk into National Academy of Science on the ground of his lack of professional qualification with respect to medical and biological science.
(D) The driving reason behind the success of Dr Salk was the fact that he did not accept the framework developed by traditional virology research as foolproof, which was a key factor behind his success.[3] Match the following:
List I
i. Salk
ii. Polio
iii. Field tests
iv. HIV Research
List II
a. Dragon
b. Breakthrough
c. Torrey Pines
d. Vilified
(A) ii-c, iii-b, iv-a (B) 1-c, iii-c, iv-a (C) i-d, ii-a, iii-b. (D) ii-a, iii-c, iv-b.asked in IIFT
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75.
Around the turn of the century; and interesting trend was slowly becoming prominent in retailing across the globe. Department stores were slowly becoming prominent in retailing across the globe. Department stores were slowly becoming less and less popular with customers. Large department stores offered a wide range of product categories - from apparel, luggage, toys, crockery, to home furnishing - as well as owned and managed the stock of products they sold inside the store and from their warehouses.Industry analysts started questioning whether this could still be the ideal retail model, and whether the changing retail environment marked the end of large department stores as we knew them.
On one side there were the stores that focussed on a particular category - electronics, toys, women’s wear or home appliances. Over the years, these had evolved into giant superstores and had become very
popular with customers who went shopping for a particular product. On the other hand, there were discounters, hypermarkets and wholesale clubs that served the new age shoppers found their ambience to be formal and boring.
To keep pace with these trends, some department stores were steadily reinventing themselves. The most prominent among them was UK based selfridges chain. In 2003, Selfridges launched a new store in Birmingham, England that completely reinvented the idea of the department store. Brands competed with each other within the store but there was no heirarchy of goods: watches competed with each other perfume, and luggage with fashion. In addition the store organised various show stunts and performances through the day and called it, ‘shopping entertainment.’ Similar stores had come up in various parts of Southeast Asia, Japan and Europe. For customers, these new-age department stores seemed like mall, just the they didn’t have the walls that separate the different stores within a mall.
While this trend was becoming more and more apparent abroad, within India too, certain consumer patterns were emerging. Our experience showed that a customer visiting a mall typically walks into four or five stores. That includes a large store and a few smaller brand showrooms. After that fatigue sets in and he or she is unwilling to walk into any more stores at the mall.So we asked ourselves, what would happen if we removed the walls between the different stores in a mall? In that case, a customer would be exposed to multiple brands at the same time, without the necessity of walking in and out of different stores. And along with shopping we could also provide her with other entertainment options.
Within the company itself there was a renewed confidence and an urge to play a larger role in shaping the modern retailing space in India.We had completed more than six years in retailing. With Big Bazaar we had tried and tested our skills at offering a wide range of categories while Pantaloons was firmly positioned in the lifestyle segment. We could now create shopping and entertainment landmarks in the cities in which we had already established a strong presence.
There three insights - the metamorphosis of department stores into developed markets; customer fatigue at the existing shopping malls in India; and the need to create working on, Central. The objective was to create a retail format that was must larger and totally different from what India had seen till then. It would offer everything - from multiple brands for shopping, to restaurants, coffee shops, entertainment options and gaming zones - all under one roof.If we were able to deliver ton these two fronts, we could attract customers from every part of the city and make it the city’s prime shopping destination.
There were a couple of the issues that the Central model addressed quite well. Pantaloons outlets had
limited space. We were positioning it as a fashion destination and thr business model was based on
selling mostly brands that we owned, or what are called private labels. However, with its increasing popularity; we were being approached by multiple foreign and Indian brands to stock these at Pantaloons. Central, being far bigger in size allowed us to open up a lot of space for other brands paid us a certain percentage of their sales in the mall as commission. Based on the performance of these brands, we could decide on which to keep and which to discard.
The first Central mall was launched in Bangalore in May 2004. Measuring 1,20,000 square feet, it was
spread over six floors and housed over three husband brands in categories like apparel, footwear, accessories, home furnishing, music and bools. In addition we had coffee shops, food courts, a Food Bazaar, restaurants, pubs and discotheques. A customer could also book tickets for movies and concerts, book travel tickets and make bill payments.
What has primarily made Central the ‘destination mall’ for Bangalore is its location.It is located in the heart of the city, at M.G. Road, where once Hotel Victoria stood. Moreover, we added a lot of features to further establish it as the focal point of the city.The Central Square located outside the mall building has been made available for art exhibitions, cultural performances, shows and product launches. And in 2005, the vintage car rally was flagged off from the Central flag-point, which has since become the epicenter for many such events.Thus, Central captured in all its glory what we wanted a destination mall to be, and loved up to its tagline of ‘Shop, Eat, and Celebrate.’
Soon after the launch of Bangalore Central, we opened the second Central in Hyderabad in November 2004. Once again it was located at the heart of the city on the Punjagutta Cross Road. Here, the roads connecting the city centre with Secunderabad, Jubllee Hills and the old part of the city; converge. It was more than double the size of Bangalore Central.Apart from over hundreds of brands to shop, it had food courts, restaurants, as well as a five-screen multiplex managed by PVR Cinemas. Much like the one Bangalore, Hyderabad Central didn’t take much time to become the nerve centre of the city.With an annual retail turnover of around Rs 200 crore it is presently among the largest retail destinations in the country.[1] Which of the following statement is true?
(A) The Central mall in Hyderabad in 2004 occupies more than 2,40,000 square meter in are and currently considered as one of the largest retail destinations in the country with a generated annual retail destinations in the country with a generad annual retail turnover of around Rs. 200 crore.
(B) It has been observed during the last decade that the hypermarkets are slowing, failing to retain consumers in competition with the department stores.
(C) The market analysis convinced the company referred in the text that the time is rope to introduce now shopping and entertainment landmarks in cities, where they already enjoy some market presence.
(D) While the consumers were able to look for a certain category of products at length in the specialty stores, wholesale clubs allowed them to purchase a number of products at a cheap and negotiable rate.[2] Which of the following statement is false?
(A) The recent consumer response towards department stores led to the quest for a new business Model which may replace it in the coming days.
(B) Since inauguration the Central Square outside the mall in Hyderabad has been used for various purposes so far including, art exhibitions, cultural shows, product launches etc.
(C) When the company mentioned in the passage decided to capitalize on the emerging changes in consumer mindset on the retail sales, they already had an experience of nearly six years of operating in this market segment.
(D) The changing structural framework of the new type of malls became very popular in various European and Southeast Asian countries, owing to their boundary-less arrangement of products, coupled with shopping entertainment options.[3] Which of the following statement is false?
(A) Department Stores (B) Hypermarkets
(C) Wholesale Clubs (D) Super-speciality stores[4] Which of the following terms has not been mentioned in the above passage?
(A) The firm discussed here allowed various foreign and India garment companies to display their products in heir show room on the condition that they will pay them either some rent, or a pre-decided percentage of their sales as commission.
(B) Before going for the Central venture, the firm already had the experience of offering a wide range of product categories throuth Big Bazaar and in specialized segments through Pantaloons.
(C) The Central mall in Bangalore provided importance to both goods and services for business development: it displayed around two hundred brands in categories like garments, footwear, music, book etc. on one hand, and ensured eating and entertainment options, ticket-booking for movies and concerts, travel services and bill payments within its premises on the other.
(D) The reasons behind the losing out of the specialty stores had been multifarious, covering the traditional and unexciting environment, steep price competition from other rivals, inflexibility in operation etc.[5] Which of the following statement is false?
(A) In tune with the changing time, the new store created in Birmingham allowed brand competition within the store without explicit hierarchy of products, and organized various events to ensure lively amusement for the shoppers.
(B) Since visiting different stores even within a mega shopping complex gets monotonous once the initial excitement is over, the exposure to multiple brands simultaneously with removal of the walls has been a consumer-friendly move.
(C) The idea behind setting up a mega retail network was to make it city’s unque shopping location by ensuring exposure to multiple brands on one hand, and by making it an excellent hang-out option through setting up of entertainment and nourishment options on the other.
(D) The market analysis by the company described in the passage revealed that a representative buyer to a shopping center goes to at the most four or five stores, selecting large or small showrooms randomly.asked in IIFT
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76.
The trouble started on May 4, 2004,only days after Google’s celebrated coming- out party. Geico, the giant automobile insurer, filed a lawsuit against the search engine for trademark infringement. The insurer claimed the Google’s advertising system unlawfully profited form trademarks that Geico owned. Since all of Google’s revenue and growth was from advertising, the disclosure of the lawsuit appeared ominous. “We are, and may be in the future, subject to intellectual property right claims, which are costly to defend, could require us to pay damages, and could limit our ability to use certain technologies,” Google disclosed in public filing outlining potential risks. Abroad, where Google had promising growth prospects, similar court challenges
also arose. “A court in France held us liable for llowing advertisers to select certain trademarked terms as keywords,” the company declared. “We have appealed this decision. We were also subject to two lawsuits in Germany on similar matters.”
To make matters worse, it turned out that prior to its IPO filing, Google had eased its trademark policy in the U.S., allowing companies to place ads even if they were pegged to terms trademarked and owned by others. That was a significant shift, and one, Google warned could increase the risk of lawsuits against the company. It was also a practice that Yahoo, its search engine rival, did not permit. Google claimed it made the policy change to serve users, but some financial analysts said it appeared designed to pump profits before the IPO.
And there was more. Competition form Yahoo and Microsoft posed a greater challenger to Google following the disclosure about its mammoth profitability. With so much money at stake, the intensity of the competition would heat up. Such competition might be good for computer users searching the Internet, but Google said it posed additional risk for potential shareholders. “If Microsoft or Yahoo are successful in providing similar or better Web search results compared to ours or leverage their platforms to make their Web search services easier to access than ours, we could experience a significant decline in user traffic,” the company disclosed. In addition, Google warned that irs momentum seemed seemed unsustainable due to competition and “the inevitable decline in growth rates as our revenues increase to a higher level.”
The there was the question of Googles’s exclusive reliance on advertising, and one particular type of
advertising, for all of its revenue. That was potentially quite one particular type of advertising, for all of its revenue. That was potentially quite problematic. If Yahoo or Microsoft gained ground on search, users could flock to their Web sites, and advertisers could follow, “The reduction in spending by; or loss of, advertisers could seriously harm our business,” the company disclosed in its SEC filing.
In the beginning, the firm, earned all of its money from ads triggered by searches on Google.com. But now, most of its growth and half of its sales were coming primarily from the growing network of Web sites that displayed ads Google provided. This self-reinforcing network had a major stake in Google’s successful future. It gave the search engine, operating in the manner of a television network providing ads and programming to network affiliates, a sustainable competitive advantage. But there was a dark side there too, because of the substantial revenue firm a handful of Google partners, notably America Online and the search engine Ask Jeeves. If at any point they left Google and cut a deal with Microsoft or Yahoo, the lost revenue would be immense and difficult to replace. “If one or more of these key relationships is terminated or not renewed, and is not replaced with a comparable relationship, our business would be adversely affected,” the company stated.
Google’s small, nonintrusive text ads wee a big hit. But like major television an cable networks, which were hurt by innovations that enabled users to tune out commercials, the company faced the risk that users could simply turn ads off if mew technologies emerged.
Going public also posed a potentially grave risk to Google’s culture. Life at the Googleplex was informal.
Larry and Sergey knew many people by their first names and still signed off on many hires. With rapid
growth and an initial public offering, more traditional management and systems would have to be implemented. No more off-theshelf software to track revenue on the cheap. Now it was time for audits by major accounting firms. As Google’s head count and sales increased, keeping it running without destroying its culture was CEO Eric Schmidt’s biggest worry.
Google, the none that became a verb, had built a franchise and a strong brand name with global recognition based entirely on word of mouth. Nothing like it had been done before on this scale. The Internet certainly helped. But Google’s profitability would erode if the company were forced to begin spending the customary sums of money on advertising and marketing to maintain the strength of its brand awareness. Marketing guru Peter Sealey said privately that the advice he gave Google to study consumer perception of the Google brand was rejected by the company and that they were unwilling to spend money on marketing.[1] Which of the following statement is true?
(A) Google’s growing popularity has been a threat to other players operating in that market segment like Yahoo and Ask Jeeves, as Google eroded their market share.
(B) According to Google its decision to considerably relax its industrial design policy in the US was geared to satisfy its clients.
(C) One of the major challenges for Peter Sealey has been to expand the Google Empire while keeping its existing internal work culture intact.
(D) Google’s business potential is likely to be threatened seriously if the accessibility and quality of the Web search offered by its competitors like Microsoft or Yahoo becomes superior than the same offered by it.[2] Which of the following Statement is false?
(A) Google has been potentially vulnerable to external competition owing to its exclusive reliance on advertising for resource generation.
(B) By writing the “the none that became a verd”, the author indicates the growing popularity of the search engine.
(C) “non-intrusive” in the current passage refers to the advertisement format that does not directly hamper or distract the flow of operation of the person working in the computer.
(D) The legal dispute between Google and the automobile giant Geico during May 2004 centered on the advertising system and the trademark policy adopted by the latter.[3] What conclusion can you form about ‘Altavista’ from the passage?
(A) It has been a partner of Google.
(B) It has been a Competitor of Google.
(C) It can not be concluded from the passage.
(D) It was a partner of Google initially, but later emerged as a major competitor.[4] Which of the following sentence is false?
(A) Google has not been keen to undertake any major analysis on the popular impression about the Google brand.
(B) Google’s resolution to provide the search engine and programming to collaborators like America Online ensured significant revnue for bout sides involved.
(C) Google’s perceived concern over Intellectual Property issues in the passage has been quoted from a confidential company report.
(D) With increase in the volume of Google’s total annual revenue, it was anticipated by the management that the annual growth rate of their business may decline.asked in IIFT
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77.
Indian car rental market may be segmented under four broad categories. First, the most popular segment is of a fuel conscious and mileage hungry consumer who prefers a chauffer driven car. To extract maximum benefit from hired car, consumer representing (5) mileage per liter of fuel that he has paid for. Consumer of this segment is very price sensitive and wants maximum value for money even if he may rent an by unorganized players. Branded players are lagging behind to true this segment because (10) Indian marker, organized car rental industry is crawling for the last couple of years to position itself as a most sought after option to meet segment requirements. Hertz India is also practicing the same. To position itself perfectly in the mind of the targeted segment, it has gone for multiple strategic routes to win over different segments. The major external influencing factors for the consumer in this segment may (15) be the firm’s marketing efforts to establish itself as a service provider with value for money. Due to their association with renewed airlines and hotels, Hertz, to a lot many people means faith. This may help Her to create an impression in the mind of this segment that they will definitively be cheated and get their value, even if it means spending a little extra. Further, it is trying to educate this segment about (20) benefits of self-driven car as a medium of hassle-free journey by projecting a premium value for money image and with a fleet nix of compact and luxury cars (such as Ikon, Accent and Esteem). Second, a sizable amount of people are there who usually use their own compact or three box mid size car but prefer to enjoy the riding thrill of SUV (sports ?Utility Vehicles) (25) like Ford Endeavor/Honda CRV/GM Chevrolet or a Luxury car like a Mercedes/Camry for a shorter time span. Upcoming new generations urban executive of large corporate in India with a high disposable income and proactive to enjoy all new things in life and to make it more adventurous and eventful represent this segment. To them renting a self-drive car and driving off to a palace of their choice in a (30) Mercedes /SUV gives them an experience off to a place of their choice in a holiday. Under this same self-drive segment, another type of consumers are frequent international travelers (including foreign tourists) who prefer their privacy and independence and wish to choose their own routes/ car model at the time of exploring destination. They love their freedom & space in life whereever they (35) travel without any barrier like being driven by a chauffer. Equipped with their internationally accepted credit cards, an international driving permit or license, they prefer advance car rental booking by logging on the car rental company’s website and thereafter just picking up the keys of their booked car once they enter a new country/city. They are adventurous, driving enthusiast, belonging to the uppermiddle (40) class, have brand loyalty about their car rental agency. In this self-driven segment, Hertz India is trying to position itself as a contemporary service provider by offering both economy cars and SUV’s (Scorpio and Tata Safari). To win over occasional self-drivers of SUV type cars and frequent travelers. Hertz uses slogans like “Break free” or “Drive the World’s #1” regularly in travel magazines to portrait the quality of its cars, (45) and the range it offers. Third segment consists of instructional consumers, mainly hotels in big cities and air service providers. Institutional consumers prefer quality and service assurance to offer maximum possible service to their customers. In India, all big car rental agencies have contract with start hotels to offer rental service to them. In this segment, Hertz has (50) prominent clienteles like Taj Group of Hotels, Marriott and Jet Airways. Further, they have contract with hotels like Shangrila in Delhi, and Renaissance and JW Marriott in Mumbai to provide all car rental requirements of them. Their other clients are Carlson Wagonlit, BTI Sita, Thomas Cook and online travel sites like Make my trip, India times and Travelgutu. according to their deal with Jet Airways, it allows Jet (55) Privilege members to earn ‘miles’ every time they use Hertz car rental service. for every Rs. 1000/- spent on Hertz rentals, a Jet privilege member earns 100 JP Miles and special discounts are given to platinum, gold and silver card holders. In recent past ‘fleet management’ is coming up a s a possible fourth target segment for car rental companies in India. Word wide cars are not purchased but only leased and (60) this trend is getting its root in Indian market also. It means the management of a fleet of vehicles, using certain tools, to improve operational efficiency and effectiveness. To win over consumers of this segment, services should be professional and a fleet management company should address all the issues a company might deal a\with pertaining to managing its fleet. In India, Lease plan Fleet Management (65) India (LPFM), the wholly-owned subsidiary of Leas plan Corporation, Natherlands is pioneer in this focusing more on car rentals than on fleet management. Though it provides chauffeur-driven cars to many companies like IBM, Sony, KPMG, Compaq, there is a huge scope in this segment for future growth. this segment demands (70) Customized service in terms of vehicle acquisition, fuel management, vehicle financing and maintenance, resale of the cars at the end of the contract period etc.
[1] The primary purpose of this passage is to:
(A) Illustrate how Hertz could plan for the Indian market and maximize profits
(B) Illustrate buying behavior of unorganized sectors offering car rental services
(C) Illustrate segment opportunities for a new entrant in car rental business
(D) Illustrate consumer awareness and views about options available in car-rental business in India.[2] ‘Self-Drive’ concept may be a lucrative option to a manager to true Indian consumers because:
(A) Collectivist culture motivates Indian consumers to opt for self drive
(B) Indian roads encourage consumers to experience joy of long drive
(C) Indians may enjoy driving comfort of SUV as they don’t have capacity to own it
(D) A sizeable number of Indian consumers aspire to enjoy new things in life[3] As a business manager of a car-rental company, you may popularize ‘self-drive’ concept to international travelers because:
(A) they know Indian roads and want to explore new places by their own
(B) They dislike concept of chauffeur as Indian chauffeurs are not every professional
(C) Individualistic culture discourages them to travel in group
(D) They can easily book their cars through website of car rental agencies[4] As a business manager of a globally recognized ‘car-rental’ agency if you like to tap institutional consumers of India, you should not:
(A) Banks on your globally recognized ‘brand name’ to ensure sale
(B) Make a list of your global clientele to impress your prospective consumer
(C) Consider offerings of your competitors to formulate your value proposition
(D) Accept service assurance not as a major influencer behind buying decision[5] As a business manager you think ‘fleet management’ a profitable segment for organized sector to explore in India because:
(A) Companies want to associate with ‘brand name’ and unorganized players are lacking here
(B) Their is a huge scope as competition is low in this filed
(C) Everywhere in India logistics services are outsourced and companies are focusing on their core business
(D) This business demands gamut of customized services and organized professionals may only offer those[6] If you are to tap “first” segment of “car rental” business as a manger of a branded company, you should not:
(A) Advertise your brand name to communicate with consumers
(B) Compare your service conditions vis-a-vis your competitors to influence consumers
(C) Match price of your service with your companies from organized sector
(D) Cerate unique value proposition to position you away from your competitionasked in IIFT
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78.
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.asked in IIFT
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