Im sure alot of u are as tired of the whole rat race process.... what am i to do... i read the newspaper inside out... try and gather all the information from my various sites being business standard, rediff and Mba preparatory site Testfunda.com..... today i was so exhausted that i called up alot of institutions mainly coaching classes to assist me on which college to choose after my CET GD PI rounds....
All these institutes had their counselors on the phone explaining what college could pick... but there is something id like to add...
While talking to one of these really depressing counselor i thought to myself maybe if I tried calling testfunda they would also give me some insight in the matter... I had taken their tests and studied from my friends testfunda notes and had found them to be nice and crisp....
so there i was calling testfunda.. someone answered there helpline no. and for a change my call wasnt transferred to ''THE CONCERNED PERSON''.... I must have sounded all tensed so the first thing that the lady on the call did was calmed me down.... she explained to me that though the scene was tough but there was still hope.... not only was i told what colleges i could get a call from but also i was told what all i could do just incase i dint make it.... it was a warm feeling which made me feel protected....
Im back to my warrior self.... ready to face the whole process again....
Ive already mailed testfunda a thank u note.... just wanted to tell all my readers....God really showed me light!!!
Showing posts with label analysis. Show all posts
Showing posts with label analysis. Show all posts
Saturday, April 17, 2010
Saturday, April 3, 2010
IIMs blame NIIT for CAT fiasco
The NIIT, the Indian software giant which designed the infrastructural system of online CAT, is now being criticized by the Indian Institutes of Management (IIMs) for the technical faults in Common Admission Test (CAT) 2009. However, the blame was initially put upon the U.S.-firm Prometric, which designed the module for the online CAT.
After studying the various details submitted by Prometric, the Chairmen revealed that the technical faults occurred due to the problems in the local area network (LAN) which was was under the NIIT's responsibility. Furthermore, IIMs had cleared Prometric to give it clean chit to carry on conducting the test. According to an official, if the directors agree with the suggestions of the admission chairmen, the CAT will be conducted by Prometric while the other regulating partner, NIIT, may not be looked for contract further.
The Common Admission Test (CAT) 2009 was conducted in two stages. After the first stage, the problem was generated due to the virus attack, according to the presentation put by the firm to the IIMs. It was a major setback to the IIMs. As a result, the IIM directors will discuss in a meeting, which is scheduled in April 2010, the recommendations made by the admission chairmen. The major point of discussion will be to decide the final conductor of CAT exam this year.
Source: testfunda.com
After studying the various details submitted by Prometric, the Chairmen revealed that the technical faults occurred due to the problems in the local area network (LAN) which was was under the NIIT's responsibility. Furthermore, IIMs had cleared Prometric to give it clean chit to carry on conducting the test. According to an official, if the directors agree with the suggestions of the admission chairmen, the CAT will be conducted by Prometric while the other regulating partner, NIIT, may not be looked for contract further.
The Common Admission Test (CAT) 2009 was conducted in two stages. After the first stage, the problem was generated due to the virus attack, according to the presentation put by the firm to the IIMs. It was a major setback to the IIMs. As a result, the IIM directors will discuss in a meeting, which is scheduled in April 2010, the recommendations made by the admission chairmen. The major point of discussion will be to decide the final conductor of CAT exam this year.
Source: testfunda.com
Thursday, March 25, 2010
Retailers take on FMCG firms with private label push
Star Bazaar, the Tata group’s hypermarket in Thane on the outskirts of Mumbai, has several racks reserved for its private labels in noodles, breakfast cereals and other processed foods, just next to those from fast-moving consumer goods (FMCG) majors. But, while the racks of big brands carry just price labels, Star Bazaar’s own products have big placards, saying these are 21 to 37 per cent cheaper than national brands.
Star has also launched 50-odd private labels from its franchisee partner, UK’s Tesco, in its stores, mostly in the health and beauty category. Kishore Biyani’s Future group, which has nearly 300 “private brands” in 65 categories, plans to launch 10-12 more product lines in the next year in areas such as personal care and toiletries, the stronghold of companies such as Hindustan Unilever and Procter & Gamble, among others.
Future has begun marketing its select private brands such as Cleanmate in floor-cleaners, Sach in toothbrush and Tasty Treat in processed foods to hotels and small retail chains, among others. It has advertised that buyers would get a margin of up to 55 per cent on the maximum retail price.
Big retailers such as Future, Tata’s Star Bazaar, Aditya Birla’s More and Spencer’s Retail are increasingly taking FMCG companies head on, with entry into newer categories, aggressive marketing and brand push in a bid to push margins and profits.
“Retailers are continuing to push their private labels, as these can fetch better margins for them. They are saying if you (suppliers) don’t give better margins, we will push the margins through our products,” says Anand Raghuraman, partner and director at Boston Consulting Group.
Private labels in food and groceries carry margins of 25-35 per cent, while that of national and regional brands give margins of 10 to 12 per cent. For most of the retailers, who are still many years away from break even, private labels can be a key factor in boosting profitability, retail consultants say.
In fact, Biyani’s Future Group withdrew products of global confectionery major Cadbury Schweppes, Pepsico’s Frito Lay potato chips and GlaxoSmithKline (GSK) brands because the global FMCG majors were refusing to offer higher margins.
Vineet Kapila, chief executive of Spencer’s Retail, which gets around a quarter of its total revenues from private labels, says “We are funding the promotions of our brands. If national brands do not promote theirs, we cannot do anything about it.’’
Retailers have also adopted differential pricing in their products to be able to attractive to buyers. For example, half of Future’s private labels sell at 15 to 20 per cent less than national brands and the remaining half is sold at five to six per cent less. They save 15 to 20 per cent in distribution costs and three to four per cent on marketing, compared to FMCG companies
However, FMCG companies, whose share of revenues from modern trade is in single digits, say they are not perturbed by retailers’ ambitious plans. “I do not see this as a big thing. Not in personal products, at least. Yes, it is there in categories such as food. But, I do not see a major impact as a result of this,” says Godrej Group chairman Adi Godrej.
Avers Sunil Duggal, chief executive officer, Dabur India: “Organised retail, as such, comprises seven per cent of overall business for us. And, we are not seeing a private-label push in our categories. Private labels exist in categories where brand preference is not high,” he adds.
Though the world’s biggest retailers such as WalMart and Tesco derive half of their revenues from private labels, most Indian retailers are trying to have a share of 30-40 per cent in the next four-five years, from the five to 25 per cent at present.
Private label ambitions are taking retailers such as Future into newer areas like oral care, where 80 per cent of market share is controlled by Colgate Palmolive and Hindustan Unilever. “No new toothpaste brand has been able to establish itself in the last 20 years. I hope we will be able to break that jinx with our toothpaste brand, Sach,’’ says Biyani.
Some say private labels may be the potential answer to the challenges faced by Indian retailers such as lower fill rates (the proportion of orders that can be immediately met with stock in hand), fewer product launches by FMCG companies, margin issues and so on. The fill rate at modern retail outlets in India is 65-70 per cent, compared to the global 90-95 per cent.
“Private brands are insurance against lower fill rates in some categories. If your shelves are empty, the customer goes away,’’ says Devendra Chawla, the Future Group’s business head, private brands.
Praveen Kulkarni, general manager, Parle Products, admits the trend of private labels is growing. “In the next two-three years, the proliferation of private labels will be there. Categories that are not strong on branding are targets for private labels,’’ he adds.
“For manufacturers, the need is to focus more on brand building, build a strong price-value equation, focus on quality, etc. This is what will help them contain the onslaught of private labels,’’ he says.
Source: Business Standard
Star has also launched 50-odd private labels from its franchisee partner, UK’s Tesco, in its stores, mostly in the health and beauty category. Kishore Biyani’s Future group, which has nearly 300 “private brands” in 65 categories, plans to launch 10-12 more product lines in the next year in areas such as personal care and toiletries, the stronghold of companies such as Hindustan Unilever and Procter & Gamble, among others.
Future has begun marketing its select private brands such as Cleanmate in floor-cleaners, Sach in toothbrush and Tasty Treat in processed foods to hotels and small retail chains, among others. It has advertised that buyers would get a margin of up to 55 per cent on the maximum retail price.
Big retailers such as Future, Tata’s Star Bazaar, Aditya Birla’s More and Spencer’s Retail are increasingly taking FMCG companies head on, with entry into newer categories, aggressive marketing and brand push in a bid to push margins and profits.
“Retailers are continuing to push their private labels, as these can fetch better margins for them. They are saying if you (suppliers) don’t give better margins, we will push the margins through our products,” says Anand Raghuraman, partner and director at Boston Consulting Group.
Private labels in food and groceries carry margins of 25-35 per cent, while that of national and regional brands give margins of 10 to 12 per cent. For most of the retailers, who are still many years away from break even, private labels can be a key factor in boosting profitability, retail consultants say.
In fact, Biyani’s Future Group withdrew products of global confectionery major Cadbury Schweppes, Pepsico’s Frito Lay potato chips and GlaxoSmithKline (GSK) brands because the global FMCG majors were refusing to offer higher margins.
Vineet Kapila, chief executive of Spencer’s Retail, which gets around a quarter of its total revenues from private labels, says “We are funding the promotions of our brands. If national brands do not promote theirs, we cannot do anything about it.’’
Retailers have also adopted differential pricing in their products to be able to attractive to buyers. For example, half of Future’s private labels sell at 15 to 20 per cent less than national brands and the remaining half is sold at five to six per cent less. They save 15 to 20 per cent in distribution costs and three to four per cent on marketing, compared to FMCG companies
However, FMCG companies, whose share of revenues from modern trade is in single digits, say they are not perturbed by retailers’ ambitious plans. “I do not see this as a big thing. Not in personal products, at least. Yes, it is there in categories such as food. But, I do not see a major impact as a result of this,” says Godrej Group chairman Adi Godrej.
Avers Sunil Duggal, chief executive officer, Dabur India: “Organised retail, as such, comprises seven per cent of overall business for us. And, we are not seeing a private-label push in our categories. Private labels exist in categories where brand preference is not high,” he adds.
Though the world’s biggest retailers such as WalMart and Tesco derive half of their revenues from private labels, most Indian retailers are trying to have a share of 30-40 per cent in the next four-five years, from the five to 25 per cent at present.
Private label ambitions are taking retailers such as Future into newer areas like oral care, where 80 per cent of market share is controlled by Colgate Palmolive and Hindustan Unilever. “No new toothpaste brand has been able to establish itself in the last 20 years. I hope we will be able to break that jinx with our toothpaste brand, Sach,’’ says Biyani.
Some say private labels may be the potential answer to the challenges faced by Indian retailers such as lower fill rates (the proportion of orders that can be immediately met with stock in hand), fewer product launches by FMCG companies, margin issues and so on. The fill rate at modern retail outlets in India is 65-70 per cent, compared to the global 90-95 per cent.
“Private brands are insurance against lower fill rates in some categories. If your shelves are empty, the customer goes away,’’ says Devendra Chawla, the Future Group’s business head, private brands.
Praveen Kulkarni, general manager, Parle Products, admits the trend of private labels is growing. “In the next two-three years, the proliferation of private labels will be there. Categories that are not strong on branding are targets for private labels,’’ he adds.
“For manufacturers, the need is to focus more on brand building, build a strong price-value equation, focus on quality, etc. This is what will help them contain the onslaught of private labels,’’ he says.
Source: Business Standard
Wednesday, March 17, 2010
IIM-B final placements close in just five days
Providing a strong indication of a positive sentiment for the economy, the final placements season at the Indian Institute of Management Bangalore (IIM-B) was closed in just five days — half the time the institute took to place students last year. The highlight of the process was that 90 students accepted offers in slot zero (generally the first day) — a 41 per cent increase over the previous year.
Slot zero is the most coveted slot given to recruiters, usually investment banks and consultancies. Over 120 companies came to IIM-B this year for a batch of 270 students. Like last year, banking and financial services companies were at the top of students’ preference, with 27 per cent choosing to work with them. Consulting was the second, with 22 per cent, followed by IT & Systems (20 per cent), marketing (12 per cent) and general management (9 per cent). The rest was accounted for by private equity, healthcare, energy and public-sector units.
IT companies were the surprise package this year. About 50 students accepted offers from these companies. This is understood to be nearly double the number of acceptances last year. Wipro, HCL, MindTree, IBM and Cognizant were among the prominent recruiters. Wipro is said to have made eight offers, while HCL made 5 offers. “After a lull in the sector last year, IT companies have come back with renewed hiring requirements. They have offered good salaries to students in roles like consulting and sales and marketing,” said Sapna Agarwal, head of career development services at IIM-B.
Consulting firm Deloitte made 10 offers, the highest in IIM-B, followed by McKinsey and Boston Consulting Group, who made nine offers each. Some other slot-zero recruiters this year were Bain & Co, Booz & Co, AT Kearney, Diamond Consulting, Alvarez & Marsal, Nomura and Temasek Holdings. P&G, ITC and American Express made six offers each. There were 15 new companies, including healthcare group Narayana Hrudayalaya, which offered senior level positions to six students, on the campus this year. The institute refused to comment on salaries, but it is learnt that there was an increase of 10-20 per cent in average salaries across sectors. Seventy-two students had received pre-placement offers from the companies they interned with.
Lateral placements, for which only students with over 22 months of work experience are eligible, saw a total of 66 offers, compared to 50 offers last year. There were 30 companies in the lateral placements this year.
Praveen, one of the members of the student placement committee, said nearly 10 companies that had not hired last year returned to the campus. The institute had a provision in place this year to refund fees of students who took up jobs with non-government organisations for three years, but officials said they were yet to get a confirmation on this from one or two students who were interested.
Source: business standard
Slot zero is the most coveted slot given to recruiters, usually investment banks and consultancies. Over 120 companies came to IIM-B this year for a batch of 270 students. Like last year, banking and financial services companies were at the top of students’ preference, with 27 per cent choosing to work with them. Consulting was the second, with 22 per cent, followed by IT & Systems (20 per cent), marketing (12 per cent) and general management (9 per cent). The rest was accounted for by private equity, healthcare, energy and public-sector units.
IT companies were the surprise package this year. About 50 students accepted offers from these companies. This is understood to be nearly double the number of acceptances last year. Wipro, HCL, MindTree, IBM and Cognizant were among the prominent recruiters. Wipro is said to have made eight offers, while HCL made 5 offers. “After a lull in the sector last year, IT companies have come back with renewed hiring requirements. They have offered good salaries to students in roles like consulting and sales and marketing,” said Sapna Agarwal, head of career development services at IIM-B.
Consulting firm Deloitte made 10 offers, the highest in IIM-B, followed by McKinsey and Boston Consulting Group, who made nine offers each. Some other slot-zero recruiters this year were Bain & Co, Booz & Co, AT Kearney, Diamond Consulting, Alvarez & Marsal, Nomura and Temasek Holdings. P&G, ITC and American Express made six offers each. There were 15 new companies, including healthcare group Narayana Hrudayalaya, which offered senior level positions to six students, on the campus this year. The institute refused to comment on salaries, but it is learnt that there was an increase of 10-20 per cent in average salaries across sectors. Seventy-two students had received pre-placement offers from the companies they interned with.
Lateral placements, for which only students with over 22 months of work experience are eligible, saw a total of 66 offers, compared to 50 offers last year. There were 30 companies in the lateral placements this year.
Praveen, one of the members of the student placement committee, said nearly 10 companies that had not hired last year returned to the campus. The institute had a provision in place this year to refund fees of students who took up jobs with non-government organisations for three years, but officials said they were yet to get a confirmation on this from one or two students who were interested.
Source: business standard
Saturday, March 6, 2010
Still, no end to CAT trouble...
I found this article for students who have lost faith in the CAT exam conducted this year...
MUMBAI & AHMEDABAD: The trouble with the Common Admission Test (CAT) refuses to die down. Ever since CAT results were declared on February 28, and the IIMs shortlisted the aspirants, several candidates and CAT trainers are questioning the methodology by which the results were arrived at.
Click here to read further.
Source: Testfunda.com
MUMBAI & AHMEDABAD: The trouble with the Common Admission Test (CAT) refuses to die down. Ever since CAT results were declared on February 28, and the IIMs shortlisted the aspirants, several candidates and CAT trainers are questioning the methodology by which the results were arrived at.
Click here to read further.
Source: Testfunda.com
Tuesday, February 23, 2010
If God was a banker
Im soo bored and tired of all these exams... to relieve myself from the boredom i got myself this new book its called if God was a banker... ive it till now...il give u guys ful details later..
till then i found this GD clip on testfunda.com.... its really beneficial and has a group of students taking up a virtual gd session....
there are many sessions ive heard a few its content rich and a good experience,.....
to hear the GDs u can click here.... ill be participating in the next GD... hope to give u first hand tips then...
till then i found this GD clip on testfunda.com.... its really beneficial and has a group of students taking up a virtual gd session....
there are many sessions ive heard a few its content rich and a good experience,.....
to hear the GDs u can click here.... ill be participating in the next GD... hope to give u first hand tips then...
Tuesday, January 19, 2010
What Ensures The Success Of Business Families?
Im really liking these articles.... they are really cool to read...
One of the most common forms of business ownership, family businesses are one of the most overlooked. From the Tatas, Birlas and Ambanis in India to such global giants as Wal-Mart BMW and Samsung, family businesses are present everywhere, from the corner store to multi-billion corporations.
After the first entrepreneurial generation, family businesses face the challenge of transitioning into professionally managed corporations, with a unique set of problems. In many cases, the descendants want to take over control of the company though they may not be suited to do so. And as generations pass, the number of family shareholders only increases with the holdings getting fragmented. According to statistics, less than 30% of businesses survive the third generation of ownership. However, those that do, have a record of performing better than their corporate counterparts.
Studying the life histories of family run corporations, a few truths emerge. Family run businesses face two primary challenges – achieving business performance and keeping the family committed to the business. For this, some of the things that need to work well include family relationships, ownership structure designed to provide sufficient capital for growth while retaining control of key portions of the business, good governance, a dynamic business portfolio, professional management of the family’s wealth and charitable foundations to promote values across the generations in the family.
There are many reasons for family businesses to go under, such as family conflicts over money, nepotism leading to poor management, infighting and a lack of vision. A clear definition of the family role in the business is essential for the business to grow. There have to be clear boundaries in terms of the decision-making and control of the company’s management. Even the Tatas went through different stages before evolving to the present structure.
In the post-Independence era, JRD Tata, then chairman of the Tata Group, managed his empire by dividing it into virtual fiefdoms with lieutenants like Russi Mody of Tata Steel and Darbari Seth of Tata Tea and Tata Chemicals managing their share of companies almost single-handedly. The structure changed when Ratan Tata, the current Chairman, brought about a shift in the way the group worked, with stronger controls at the centre and professional managers at the head of each group company. To achieve this, he had to wrest control away from the entrenched senior members of the board. The family still retains control at the centre, which effectively helps in strategic decision-making, but the companies themselves are run by professional managers with no day-to-day interference from the family, except where family members themselves work in the company, such as Trent which is headed by Noel Tata.
CEOs are the professional need of any company, and the family has to ensure that no interference takes place at the management level. If possible, a family council should be used to direct the activities of the business(es) to ensure their stake is looked after well, but not to the level of micro-management. A continual agreement is essential to ensure smooth working, and the continued survival and success of the venture.
One of the most common forms of business ownership, family businesses are one of the most overlooked. From the Tatas, Birlas and Ambanis in India to such global giants as Wal-Mart BMW and Samsung, family businesses are present everywhere, from the corner store to multi-billion corporations.
After the first entrepreneurial generation, family businesses face the challenge of transitioning into professionally managed corporations, with a unique set of problems. In many cases, the descendants want to take over control of the company though they may not be suited to do so. And as generations pass, the number of family shareholders only increases with the holdings getting fragmented. According to statistics, less than 30% of businesses survive the third generation of ownership. However, those that do, have a record of performing better than their corporate counterparts.
Studying the life histories of family run corporations, a few truths emerge. Family run businesses face two primary challenges – achieving business performance and keeping the family committed to the business. For this, some of the things that need to work well include family relationships, ownership structure designed to provide sufficient capital for growth while retaining control of key portions of the business, good governance, a dynamic business portfolio, professional management of the family’s wealth and charitable foundations to promote values across the generations in the family.
There are many reasons for family businesses to go under, such as family conflicts over money, nepotism leading to poor management, infighting and a lack of vision. A clear definition of the family role in the business is essential for the business to grow. There have to be clear boundaries in terms of the decision-making and control of the company’s management. Even the Tatas went through different stages before evolving to the present structure.
In the post-Independence era, JRD Tata, then chairman of the Tata Group, managed his empire by dividing it into virtual fiefdoms with lieutenants like Russi Mody of Tata Steel and Darbari Seth of Tata Tea and Tata Chemicals managing their share of companies almost single-handedly. The structure changed when Ratan Tata, the current Chairman, brought about a shift in the way the group worked, with stronger controls at the centre and professional managers at the head of each group company. To achieve this, he had to wrest control away from the entrenched senior members of the board. The family still retains control at the centre, which effectively helps in strategic decision-making, but the companies themselves are run by professional managers with no day-to-day interference from the family, except where family members themselves work in the company, such as Trent which is headed by Noel Tata.
CEOs are the professional need of any company, and the family has to ensure that no interference takes place at the management level. If possible, a family council should be used to direct the activities of the business(es) to ensure their stake is looked after well, but not to the level of micro-management. A continual agreement is essential to ensure smooth working, and the continued survival and success of the venture.
Friday, January 1, 2010
XAT details
Im not taking the XAT exam but i have alot of information about the exam which can help u guys...
XLRI (Xavier Labour Relations Institute) Admission Test or XAT also known as the Xavier's Admission Test is a National level exam conducted by XLRI (Xavier Labour Relations Institute) to select the most appropriate students for management education. It is on the basis of XAT result that the eligible candidates are short listed and called for Personal Interview and/or Group Discussion. There are more than 60 Management Institutes who are selecting students from XAT 2010.
XLRI (Xavier Labour Relations Institute) Admission Test or XAT also known as the Xavier's Admission Test is a National level exam conducted by XLRI (Xavier Labour Relations Institute) to select the most appropriate students for management education. It is on the basis of XAT result that the eligible candidates are short listed and called for Personal Interview and/or Group Discussion. There are more than 60 Management Institutes who are selecting students from XAT 2010.
XAT has multiple sections, to evaluate candidate's quantitative, qualitative, verbal, data interpretive and decision making abilities.
XAT paper can generally be segregated into three main sections commonly known as:
Click here and you can view the free XAT tests too
XAT paper can generally be segregated into three main sections commonly known as:
- English
- Reasoning & Quantitative Aptitude
- General Awareness
Click here and you can view the free XAT tests too
Tuesday, December 29, 2009
My Math prep...Can it ever be fun???
I am very scared of no.s infact to add 2+2 i need to do it on my fingers... or i jus use my calculator...infact before my finance papers i used actually to pray to God with my calculator in my hand... im soo scared of the whole quants section...
while practising i would always do maths last its jus another mechanisim of avoiding the quantaphobia...
then recently i saw these kool games and quizzes on testfunda.com...
I think all those who have an issue with quant should try my approach.... im sure u cant be worse than me.....
im pasting the quiz below do try it its fun and a good learning exercise
while practising i would always do maths last its jus another mechanisim of avoiding the quantaphobia...
then recently i saw these kool games and quizzes on testfunda.com...
I think all those who have an issue with quant should try my approach.... im sure u cant be worse than me.....
im pasting the quiz below do try it its fun and a good learning exercise
Directions for Questions 1 – 3: In each of the following questions, anelement needs to be identified from the clue(s).
For example:
Q. 123456
A length of cloth worn by women over the head, shoulders, and often the face – 4 5 2 3
Answer: SILVER
A length of cloth worn by women over the head, shoulders, and often the face – 4 5 2 3 - VEIL
Q1. 1 2 3 4 5 6 7 8 9
A profoundly wise person – 8549
A magician – 2147
Q2. 1 2 3 4 5 6 7 8 9 10
Sieve-like - 578794
Q3. 1 2 3 4 5 6 7 8
A visitor – 42756
A sudden, strong blast of wind – 4251
Questions 4-6 are related. A detailed explanation of the answers will be provided after Question 6.
Input : 12 35 32 25 23
Step 1 : 21 53 23 52 32
Step 2 : 32 96 36 94 54
Step 3 : 54 94 36 96 32
Step 4 : 27 47 18 48 16
Step 5 : 48 100 41 100 48
Step V is the output.
Using this answer the following questions:
Q4. If the input is : 13 22 21 17 29, find the output.
Q5. If the input is: 18 21 23 27 16, find the output.
Q6. If the output of step 3 is: 30 74 34 82 14, find the input.
Directions for Questions 7-8: Append the same letter to the beginning and end of the following fragments to make meaningful words. Note: You need to mention all three words. Mere mention of letters will NOT be accepted.
For Example:
Q. orren
ashis
aci
Ans. torrent
hashish
tacit
Q7. rumpe
onogra
eo
Q8. apki
ellis
allo
Directions for Questions 9-10: Append a word to either the beginning or end of the words given and make a compound word.
Note: The same word must be appended to all the words.New compound words won't be entertained. Also, mention the appended word as well as the three compund words. Incomplete solutions will not be considered.
For Example:
Q. Up
Down
Stroke
Answer: Sun.
Sunup
Sundown
Sunstroke
Q9. drop
field
wash
Q10. ball
board
wheel
Q11. Solve the crossword using the clues
Across
4. Excessively boisterous; difficult to handle
5. Not challenging; dull and tedious; lacking excitement and variety
Down
1. Unjustified or without apparent reason
2. Shrivelled, withered or dried up
3. Melodious or pleasing to one's ears
Directions for Questions 12-14: A letter has been changed in each word of the following quotes. Identify the actual quotes.
For example:
Q. She probled wish d stunk it toe dublicity hi lives cimself.
Harm cork hat u fusure layoff. Haziness lays iff wow!
Answer: The problem with a skunk is the publicity he gives himself.
Hard work has a future payoff. Laziness pays off now!
Q12. Nod crites I lit on homedy... she crouble it, me's stick wish no mary sad attors woo won't knot wow do clay bunny.
Mat unvented linguage do ratisfy hit peep reed no corplain.
Q13. Lever unsult at illigator antil ofter lou hale frossed she rider.
Where arm ahree sines do aly orgument: four hide, by ride anu she light tide.
Q14. If's letter do me unharpy clone then unharpy wish comeone.
Alt me line, a amways ranted do he solebody. Not u set chat u whould hare bean wore scecific.
Q15. The area of a square field is 28800 sq.m. How long will it take a woman walking at 7.2 km/hr to cross the fielddiagonally?
Q16. On a farm there were only chickens and goats. One day the farmer decided to count the number of animals he had. When he counted the heads of the animals, the number totalled up to 300. But, when he counted the number of legs, the number totaled up to 650. How many chickens were there in the farm?
Q17. If the mean of numbers 44, x, 78, 67 and 86 is 66, then what is the mean of 128, 157, 312, 123 and x?
Directions for questions 18 - 20. Identify what is pictorially represented.
For example:
Q.
Answer: Exterminate.
Tribal Chief.
Q18.
Q19.
Q20.
Quiz Questions along with the Answers
Directions for Questions 1 – 3: In each of the following questions, anelement needs to be identified from the clue(s).
For example:
Q. 123456
A length of cloth worn by women over the head, shoulders, and often the face – 4 5 2 3
Answer: SILVER
A length of cloth worn by women over the head, shoulders, and often the face – 4 5 2 3 - VEIL
Q1. 1 2 3 4 5 6 7 8 9
A profoundly wise person – 8549
A magician – 2147
Answer: MANGANESE
A profoundly wise person – 8549 – SAGE
A magician – 2147 - MAGE
Q2. 1 2 3 4 5 6 7 8 9 10
Sieve-like - 578794
Answer: PHOSPHORUS
Sieve-like - 578794 - POROUS
Q3. 1 2 3 4 5 6 7 8
A visitor – 42756
A sudden, strong blast of wind – 4251
Answer: TUNGSTEN
A visitor – 42756 - GUEST
A sudden, strong blast of wind – 4251- GUST
Questions 4-6 are related. A detailed explanation of the answers will be provided after Question 6.
Input : 12 35 32 25 23
Step 1 : 21 53 23 52 32
Step 2 : 32 96 36 94 54
Step 3 : 54 94 36 96 32
Step 4 : 27 47 18 48 16
Step 5 : 48 100 41 100 48
Step V is the output.
Using this answer the following questions:
Q4. If the input is : 13 22 21 17 29, find the output.
Answer: 118 88 19 88 118.
Q5. If the input is: 18 21 23 27 16, find the output.
Answer: 137 79 59 79 137.
Q6. If the output of step 3 is: 30 74 34 82 14, find the input.
Answer: 21 64 22 24 2.
Detailed explanation:
Step 1 : Digits are reversed
Step 2 : Step 1 * 2 - 10
Step 3 : The order of the elements is reversed
Step 4 : Step 3/2
Step 5 : Step 4 + Step 1
Directions for Questions 7-8: Append the same letter to the beginning and end of the following fragments to make meaningful words. Note: You need to mention all three words. Mere mention of letters will NOT be accepted.
For Example:
Q. orren
ashis
aci
Ans. torrent
hashish
tacit
Q7. rumpe
onogra
eo
Answer: trumpet
monogram
neon
Q8. apki
ellis
allo
Answer: napkin
hellish
wallow
Directions for Questions 9-10: Append a word to either the beginning or end of the words given and make a compound word.
Note: The same word must be appended to all the words.New compound words won't be entertained. Also, mention the appended word as well as the three compund words. Incomplete solutions will not be considered.
For Example:
Q. Up
Down
Stroke
Answer: Sun.
Sunup
Sundown
Sunstroke
Q9. drop
field
wash
Answer: Back.
backdrop
backfield
backwash
Q10. ball
board
wheel
Answer: Base.
baseball
baseboard
wheelbase
Q11. Solve the crossword using the clues
Across
4. Excessively boisterous; difficult to handle
5. Not challenging; dull and tedious; lacking excitement and variety
Down
1. Unjustified or without apparent reason
2. Shrivelled, withered or dried up
3. Melodious or pleasing to one's ears
Answer:
Directions for Questions 12-14: A letter has been changed in each word of the following quotes. Identify the actual quotes.
For example:
Q. She probled wish d stunk it toe dublicity hi lives cimself.
Harm cork hat u fusure layoff. Haziness lays iff wow!
Answer: The problem with a skunk is the publicity he gives himself.
Hard work has a future payoff. Laziness pays off now!
Q12. Nod crites I lit on homedy... she crouble it, me's stick wish no mary sad attors woo won't knot wow do clay bunny.
Mat unvented linguage do ratisfy hit peep reed no corplain.
Answer: God writes a lot of comedy... the trouble is, he's stuck with so many bad actors who don't know how to play funny.
Man invented language to satisfy his deep need to complain.
Q13. Lever unsult at illigator antil ofter lou hale frossed she rider.
Where arm ahree sines do aly orgument: four hide, by ride anu she light tide.
Answer: Never insult an alligator until after you have crossed the river.
There are three sides to any argument: your side, my side and the right side.
Q14. If's letter do me unharpy clone then unharpy wish comeone.
Alt me line, a amways ranted do he solebody. Not u set chat u whould hare bean wore scecific.
Answer: It's better to be unhappy alone than unhappy with someone.
All my life, I always wanted to be somebody. Now I see that I should have been more specific.
Q15. The area of a square field is 28800 sq.m. How long will ittake a woman walking at 7.2 km/hr to cross the field diagonally?
Answer: 2 minutes.
Let 'a' meters be the length of a side of the square field.
Hence, the diagonal = square root 2 * a = square root (2 * area) = 240 m.
The time taken to cross a length of 240 meters while traveling at7.2 km/hr = (240*60)/(1000*7.2) = 2 minutes.
Q16. On a farm there were only chickens and goats. One day the farmer decided to count the number of animals he had. When he counted the heads of the animals, the number totalled up to 300. But, when he counted the number of legs, the number totaled up to 650. How many chickens were there in the farm?
Answer: 275 Chickens and 25 Goats.
Let there by 'x' chickens and 'y' goats.
Therefore, x + y = 300 --- (1)
Each chicken has 2 legs and each goat has 4 legs
Therefore, 2x + 4y = 650 --- (2)
Solving equations (1) and (2), we get x = 275 and y = 25.
There were 275 chickens and 25 goats in the farm.
Q17. If the mean of numbers 44, x, 78, 67 and 86 is 66, then what is the mean of 128, 157, 312, 123 and x?
Answer: 155.
The average of the 5 numbers 44, x, 78, 67 and 86 is 66.
Therefore, the sum of these 5 numbers is 66 * 5 = 330
i.e. 44 + x + 78 + 67 + 86 = 310
Hence, x = 330 - 275 = 55.
The average of 128, 157, 312, 123 and x = (128+157+312+123+55)/5 = 155
Directions for questions 18 - 20. Identify what is pictorially represented.
For example:
Q.
Answer: Exterminate.
Tribal Chief.
Q18.
Answer: Four way crossing
Safety in Numbers
Q19.
Answer: All in the family
Midnight
Q20.
Answer: Point blank range
No room for error
Source: testfunda.com
Friday, December 25, 2009
Christmas in Mumbai...
Chirstmas in Mumbai is a wonderful feeling... its pure bliss..today i went all over Mumbai to see what all was happening... marine drive had all its five stars decorated where as every corner in bandra projected the Christmas spirit... all the churches were soo prettily done up.....
me and my friends went to a church and then over to friends house for some cake...
in the middle of so much fun a friend just randomly said next month around the same time we will have our FMS exam.... that jus ruined it for me...
i was havin a good time and then came this whole gush of guilt fear and tension....
im going to start studying from tomorrow...
me and my friends went to a church and then over to friends house for some cake...
in the middle of so much fun a friend just randomly said next month around the same time we will have our FMS exam.... that jus ruined it for me...
i was havin a good time and then came this whole gush of guilt fear and tension....
im going to start studying from tomorrow...
Wednesday, October 28, 2009
Asian Consumers – Solution To The Current Economic Crisis?
As the world continues to be subdued by the global economic crisis, companies the world over are now setting their sights on focussing on Asian consumers as a solution to the situation. As the West recently went through the first anniversary of the Lehman Brothers collapse, Asian consumer indices continued to move steadily upward, mainly in China and India, the world’s two largest economies of the developing world. Asia has slowly but surely emerged stronger in the last decade, and boasts of one of the largest manufacturing and services setups worldwide.
Experts claim that in spite of the recent downturn, consumer spending on items like consumer lifestyle goods in Asia will continue to grow at 5-7%, at a time when economies the world over have shrunk. In fact, China is set to become Asia’s largest consumer market this year, and GDP growth in India continues at a steady 5-6% in spite of the failure of the monsoons. With the exception of Japan, most Asian economies have managed to ride out the recession well. And multinationals are scrambling to grab a share of this growth, in order to shore up their bottom lines.
With a population of billions and wildly diverse income levels, the markets represent unique challenges to companies, who have responded by reworking their value addition to better meet the aspirations and needs of the Asian consumer. E-commerce as a channel is slowly taking hold in urban centres of these countries and a number of companies of the likes of Cartier and Louis Vuitton are moving in. The latter is reportedly setting up its first store in Mongolia, in the capital Ulan Bator this year.Multinationals entering India and China will face stiff competition from the local players, many of whom have now set their sights on conquering markets beyond their own shores. The Tata group’s acquisition of Jaguar-Land Rover is a case in point. Consumers in the Asian economies are from diverse backgrounds and income levels, and there is a strong need for multinationals to understand the psyche of their consumers instead of simply trying to shoehorn established products into these markets. MNCs that tried it in the 90s when the Indian economy first opened up have gotten their fingers badly burnt in the process and now know better.
Some of the key steps that corporations will have to undertake while targeting the Indian consumer include strengthening regional teams for an entrepreneurial mindset, moving and managing resources quickly to take advantage of emerging trends and provide service support at a level never seen before, in order to win hearts and wallets. Supply chains are being tweaked to reach a wider geographical area at lower cost, in order to sustain volumes. Regional collaboration, rather than country-focused set-ups are emerging as the business model in most parts of Asia.
But with the European markets set to see shrinkage of around five percent in the luxury segment, and the US markets even more so at close to fifteen percent in 2009, the Asian consumer is the new king.
Sources:
http://www.time.com/time/business/article/0,8599,1906541,00.html
http://www.channelnewsasia.com/stories/economicnews/view/1007843/1/.html
http://www.nextbillion.net/news/the-south-asian-consumer-market
http://www.atimes.com/atimes/Asian_Economy/EK26Dk01.html
http://www.chinadaily.com.cn/china/2008-09/08/content_7008871.htm
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