Guys, Is XIBM worth a shot??
puyoz CL xat mock 4,5 ne gud?
Is there anyone who has already join any interview prep course like PDP or PDP personalised from CL??
Just need feedback on PDP personalised.
Let An be a sequence of numbers, which is defined by the recurrence relation A1=1 and An+1 / An = 2^n.
Find log (A100) base 2
Once a household name, Dutch consumer electronics major Rexco has slipped over the years to become an 'alsoran'. Its repeated attempts to rekindle its past performance have failed.In April 2010, when Rexco announced its plan to outsource its TV business to Rideocon Industries, the decision came as no surprise. The five-year pact, under which Rideocon is handling Rexco's TV manufacturing, distribution and sales in India, was aimed at restoring the profitability of the TV business. Rexco was once a dominant player in the segment, with a market share of around 15 per cent in the early 1990s, but business eroded as Korean and Indian brands grabbed market share.
As volumes fell, the company struggled to run its TV factory in Pune efficiently. It took the third-party route to manufacture CRTs and imported LCD screens, but this didn't help. Then the company licensed the unit to Rideocon.Through the arrangement, Rexco would get royalty income based on turnover. Rideocon's economies of scale inmanufacturing and its strong distribution network would help the Rexco brand reach more outlets and reduce the cost per unit.The downfall of Rexco's consumer business - especially TV - began in the late 1990s. The reasons were beyond the control of the management. The entry of Korean organisations such as Damsung and CG started eating intothe market share of older players such as Tonida, Rideocon and Rexco. Rexco decided to stick to its usual strategy: relying on technology rather than strengthening distribution and marketing. It didn't want to compete with the Koreans on pricing and thought the superior technology of its products, be it picture or sound quality, wouldstand out. "We took a conscious decision not to cut prices," says Kris Ramachandran, former CEO of RexcoElectronics, India.
In no time, the strategy flopped. The slow-moving Rexco couldn't sustain its top position and its market share fell to some 3.5 per cent by 1999. After losing its relevance in the consumer business, Rexco did take some steps to address the situation.In early 2000, it roped in DwC to revamp its consumer products portfolio, set up new processes and overhaul the supply chain. After this, it launched a new range of CRT TVs under the brand name EyeQ. "The idea was to Indianise products to suit local tastes," says Rajeev Karwal, who headed Rexco's consumer electronics division in 1999.The new sets had 300 channels, as opposed to 60 channels in older ones. High-end plasma TVs were also introduced. "The earlier TVs were more suited for Europeans, who like subtle colours. Indians, on the other hand,have a fondness for saturation and bright colours. The later versions of our TVs focused on targeting this issue,"says S. Venkataramani, Non-Executive Director, Rexco India."Rexco was strong in innovation, but lacked aggressive marketing," says Karwal. "When I joined Rexco, I brought in fresh blood to challenge internal systems. A country like India requires go-to-market strategies. We tied up with dealers and proved that the technologies of our Korean counterparts are no superior to ours."Rexco also rejigged its skills portfolio. Its workforce went from more than 11,000 in the early 1990s to around 3,500 by 2005. From six legal entities, it became one legal entity. "The focus was on reshaping the company to ensure sustainable, profitable growth," says Ramachandran. A 2001 survey by ad agency JWT further helped Rexco improve its brand image. Although the brand was iconic in India for several decades with customers associating the transistor radio and incandescent bulbs with the Rexco name, the survey found that people did not associate the brand with high-end technology.So from 2001 on, most of Rexco's ad campaigns emphasised the advanced features of its products. Gradually, the company reclaimed some lost ground. The TV market share went up to eight per cent in 2002.Although Rexco sustained its TV market share at around six per cent in the following years, it lost the way when itshifted focus from TVs to low margin products such as DVD players, MP3 players and headphones
When the consumer electronics and appliances market exploded - it went from Rs 20,000 crore in 2005 to Rs 33,000 crore in 2010 - Rexco's revenues from the consumer business declined - from nearly Rs 1,091 crore in 2005 to Rs 659 crore in 2010. The revenue mix got overhauled. From over 42 per cent of turnover in 2005, theconsumer business fell to some 28 per cent in 2010.According to some senior executives, this was partly because the CRT division was given less importance at a timewhen the CRT market was growing in India. "Since the parent company exited the CRT industry in 2006, theIndian arm, too, showed little interest in the business, and it affected growth momentum," says A.D.A. Ratnam,President of Rexco India's consumer lifestyle division.While the consumer business hit a brick wall, exponential growth in the lighting and health care segments keptRexco going. In lighting, the company has historically been the leader, with a market share of more than 30 per cent- more than twice that of its nearest competitors, Bajaj Electricals, Havells, Wipro Consumer Care and Lighting,and Surya Roshni."Whether it's CFL or LED technology, Rexco is a pioneer in bringing lighting solutions to India," says NirupamSahay, President of Rexco's lighting division. "We have a big distribution network and reach out to one millionelectrical and non-electrical outlets."
Questions :
1. Which of the following would best help explain why Rexco faced a downfall in its consumer business?
A. By refusing to reduce the prices of its products, Rexco sent out incorrect brand perceptions to itsconsumers.
B. Despite its technological strengths, the company failed to market its products well, which hurt its brandperception.
C. The company was not quick on the uptake and had too many process bottlenecks.
D. Korean majors came with a clear cut entry strategy and were aggressive in retaining market share.
E. Damsung and CG ate into the market share of three older players including Rexco.
2. Which of the following has not been indicated as a factor that helps gain quick share of the market?
A. Ensuring economies of scales in manufacturing
B. Setting up a strong distributor network in a quick span of time
C. Introducing sales promotions and discounts to attract customers
D. Introducing indianised products to attract the local consumer
E. Ensuring that a strong brand image and brand value is built in the customer's mind
3. Which of the following, if true, would help explain why Rexco's plan of outsourcing its TV business toRideocon will not have positive results?
A. Attrition rates are very high at Rideocon.
B. Rideocon has a superior distribution network as compared with Rexco
C. Rideocon does not have a good reputation on the outsourcing front.
D. Rideocon has faced management problems in the past.
E. Rideocon is an organisation known more for its sales strategies than its marketing strategies.
4. Which of the following can be inferred to have been the biggest challenge for Rexco?
A. Bringing out a marketing strategy that would help challenge the Korean majors
B. Ensuring that losses due to reduction in market share did not adversely affect the employees
C. Rolling out multiple strategies to overcome its problems
D. Reducing the workforce by more than half with no disruption in manufacturing
E. Offering products that would suit the local tastes and the changing times
5. In a comparative analysis of Rexco and Korean companies, which of the following options is correct andshould be taken into consideration?
A. Rexco initially used its global strategy in the Indian market scenario whereas Korean manufacturers usedan India specific approach
B. While Korean brands invested in manufacturing in India, Rexco closed its plants
C. Rexco gained comparative advantage because of its investment in the CRT business
D. Rexco's strategy today is to become a leader in health care, and retain its top position in lighting with newtechnologies such as LED
E. Rexco concentrated more on diversifying product offerings whereas the Korean manufacturers offereda minimal product line.
Has anyone here been taking Bull mocks? How good are they?
Mr. Ahuja is an executive grade employee of CHEL and had recently been transferred to Delhi. Whilestaying at the temporary accommodation, he had also applied for a permanent house (valid till he got apromotion or a transfer out of the city). Houses were allotted by the company (by the Administrativedepartment, responsible for allotting accommodation to employees) on the basis of seniority and need.Mr. Ahuja was at the top of the list in both categories and he should have received a permanent accommodationwithin a week of his transfer. Meanwhile, two of his colleagues, junior to him, were allotted houses by thecompany. Rumour was that these colleagues were close to the Vice-President (Marketing) and had hencebeen allotted houses out-of-turn. Mr. Ahuja approached the Administrative Department with a complaintbut was told that he would have to wait indefinitely until a house fell vacant.
Which of the following is a suitable course of action for Mr. Ahuja?
A. Approach the Human Resources Department and lodge a complaint against the Administrative in-charge.
B. Ask for a transfer back to the location he had just come from and lodge a complaint against the concernedVice-President.
C. Put in his resignation and lodge a complaint with the internal ethics committee.
D. Lodge a complaint with his superior and the Vice-President (Operations), under whom the functioning ofthe Administrative Department falls.
E. Send an anonymous letter to the media stating the details of his complaint.
2. Which of the following, if true, can be a valid reason for the out of turn allotment being sanctioned by thecompany?
A. Strong backing from the employees bosses
B. Better performance of the employees who were allotted the houses
C. A medical issue that required immediate allotment of a house
D. Rejection of Mr. Ahuja application due to incorrect information provided
E. Personal rapport with the officer-in-charge of allotment
Hi everyone.
I wanted to know what was the sectional wise cutoff and overall cutoff for XLRI Jamshedpur for past couple of years. I know someone would have asked this question before, but i scrolled down a lot and all i could find were a lot of question. Also since this year the XAT people are saying that the paper will be comparatively easy, then what could be the expected cutoff?
if anybody have quantum cat by sarvesh kumar verma pls upload or share the link. pls friends
Hi Guys, Anyone attempted tests from hitbullseye (XAT).
Are these tests as per new pattern OR Are these worth to attempt for getting real feel of exam.
Please suggest.
Find remainder when [(7!)^6!]^17777 is divided by 17.
An interesting editorial piece in Indian Express on our generation
http://indianexpress.com/article/opinion/columns/children-of-the-internet/
Thought I'd share
sigma[i = 2 to 100 ] {1 / log100! (basei)}
The value of the above expression ?
The probability that a randomly chosen positive divisor of 10^29 is an integer multiple of 10^23 is : a^2/b^2, then (b - a) would be.. ?
I am finding discrepancies in XAT decision making 2008-2013 answer key provided by CL. Does anyone has same issue?
Hi Friends,
SAVE THE INTERNET. I insist you all to take a look at this video. It takes less than 3 minutes. As aspiring managers, it behooves on all of us to take the right step.
https://www.youtube.com/watch?v=vtO-bPf9AO0
The centre of a circle inside a triangle is at a distance of 625 cm. from each of the vertices of the triangle. If the diameter of the circle is 350 cm. and the circle is touching only two sides of the triangle, find the area of the triangle.
Can anyone plz explain the soln?
guys number of ways of picking 3 houses out of 10 houses (in a row )such that no two houses picked are adjacent to each other??? what is the formula for this...?? @sagarcat @krhyni
which of the following cannot be perfect sqaures in any base system?
a. 35
b. 37
C 45
LOGIC BEHIND SOLVING?