The product ‘Fair and Lovely’ is related to- ?->(Show Answer!)

1. The product ‘Fair and Lovely’ is related to-

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MCQ-> Based on the information below, answer the questions which follow.Six friends Albert, Betty, Claire, Daisy, Evan and Fred who are working in different organisations, are looking for a switch in their jobs. They came across an advertisement in the newspaper regarding a job fair being organised in New Delhi. After enrolling for the fair, different days are allotted to each one of them from Monday to Saturday not necessarily in the same order, starting from Monday. They also had to arrange for their stay in different hotels to concentrate well while preparing for the upcoming interviews namely Taj, Hilton, Crowne Plaza, Radisson, Hyatt and Marriott. Additional information provided is as follows: i. Albert prefers to stay in Taj but not in Hilton. Albert does not work in Whirlpool and participates in the Job fair on Monday. The person who works in Whirlpool participates in the Job fair on Saturday.ii. Fred does not stay in Hyatt but works in Himalaya. iii. Betty and Daisy participate in the Job fair on consecutive days. iv. Claire participates in the Job fair on the day before the person staying in Crowne Plaza but on the next day of Pepsi employee. v. The person working with Oppo participates in the Job fair on Friday and does not stay in I {ikon.vi. Claire who is working with Nestle participates in the Job fair at a gap of one day prior to Evan.vii. Daisy stays in Marriott and attends the conference on the last day of the week. viii. The person working with Apple stays in Radisson.Which of the following friend is working with Apple?
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MCQ-> A word and number arrangement machine when given an input line of words and numbers rearranges them following a particular rule in each step. The following is an illustration of input and rearrangement. Input : but 32 71 glory fair south 65 84 Step I : south but 32 71 glory fair 65 84 Step II : south 84 but 32 71 glory fair 65 StepIll : south 84 glory but 32 71 fair 65 StepIV : south 84 glory 71 but 32 fair 65 StepV : south 84 glory 71 fair but 32 65 StepVl : south 84 glory 71 fair 65 but 32 and Step VI is the last step of the rearrangement. As per the rules followed in the above steps, nd out in each of the following questions the appropriate step for the given input.Step III of an input is : year 92 ultra 15 23 strive house 39 How many more steps will be required to complete the rearrangement ?
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MCQ-> Read the following passage and answer the questions. Passage Trade fairs are among the most memorable events that take place periodically with the purpose of promoting sales, launching new products, bringing together manufacturers of a particular line of products and educating the public. They are held at all levels-international national, state and district. The most prominent among them are the India International Trade Fair. World Book Fair. Information Technology fair. Electronic Trade and Technology Fair. Textile Fair. Auto Expo. state level book fairs. district level exhibitions etc. India Trade Promotion Organisation (ITPO), which was incorporated in 1992 by the merger of Trade Development Authority (TDA) with the Trade Fair Authority of India (TFAI), has been playing a commendable role in this respect It can be said without a doubt that sales promotion is the most important purpose of these fairs. Bringing together the largest possible number of manufacturers, suppliers, existing and potential buyers under the same roof helps to promote the products in an effective way. All these people come together on a single platform for a fixed period of time. This offers a unique opportunity to manufacturers and suppliers to display their best products and services and the buyers get a chance to see a wide range of products and services. Conferences, seminars, live product demonstrations and presentations are regular features of these fairs and exhibitions. Besides these, colourful cultural programmes are also important features of such fairs. These fails give a good opportunity to the artists to showcase their skills and talent at such specially organized programmes.ITPO stands for:
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MCQ-> Read the passage carefully and answer the questions given at the end of each passage:Turning the business involved more than segmenting and pulling out of retail. It also meant maximizing every strength we had in order to boost our profit margins. In re-examining the direct model, we realized that inventory management was not just core strength; it could be an incredible opportunity for us, and one that had not yet been discovered by any of our competitors. In Version 1.0 the direct model, we eliminated the reseller, thereby eliminating the mark-up and the cost of maintaining a store. In Version 1.1, we went one step further to reduce inventory inefficiencies. Traditionally, a long chain of partners was involved in getting a product to the customer. Let’s say you have a factory building a PC we’ll call model #4000. The system is then sent to the distributor, which sends it to the warehouse, which sends it to the dealer, who eventually pushes it on to the consumer by advertising, “I’ve got model #4000. Come and buy it.” If the consumer says, “But I want model #8000,” the dealer replies, “Sorry, I only have model #4000.” Meanwhile, the factory keeps building model #4000s and pushing the inventory into the channel. The result is a glut of model #4000s that nobody wants. Inevitably, someone ends up with too much inventory, and you see big price corrections. The retailer can’t sell it at the suggested retail price, so the manufacturer loses money on price protection (a practice common in our industry of compensating dealers for reductions in suggested selling price). Companies with long, multi-step distribution systems will often fill their distribution channels with products in an attempt to clear out older targets. This dangerous and inefficient practice is called “channel stuffing”. Worst of all, the customer ends up paying for it by purchasing systems that are already out of date Because we were building directly to fill our customers’ orders, we didn’t have finished goods inventory devaluing on a daily basis. Because we aligned our suppliers to deliver components as we used them, we were able to minimize raw material inventory. Reductions in component costs could be passed on to our customers quickly, which made them happier and improved our competitive advantage. It also allowed us to deliver the latest technology to our customers faster than our competitors. The direct model turns conventional manufacturing inside out. Conventional manufacturing, because your plant can’t keep going. But if you don’t know what you need to build because of dramatic changes in demand, you run the risk of ending up with terrific amounts of excess and obsolete inventory. That is not the goal. The concept behind the direct model has nothing to do with stockpiling and everything to do with information. The quality of your information is inversely proportional to the amount of assets required, in this case excess inventory. With less information about customer needs, you need massive amounts of inventory. So, if you have great information – that is, you know exactly what people want and how much - you need that much less inventory. Less inventory, of course, corresponds to less inventory depreciation. In the computer industry, component prices are always falling as suppliers introduce faster chips, bigger disk drives and modems with ever-greater bandwidth. Let’s say that Dell has six days of inventory. Compare that to an indirect competitor who has twenty-five days of inventory with another thirty in their distribution channel. That’s a difference of forty-nine days, and in forty-nine days, the cost of materials will decline about 6 percent. Then there’s the threat of getting stuck with obsolete inventory if you’re caught in a transition to a next- generation product, as we were with those memory chip in 1989. As the product approaches the end of its life, the manufacturer has to worry about whether it has too much in the channel and whether a competitor will dump products, destroying profit margins for everyone. This is a perpetual problem in the computer industry, but with the direct model, we have virtually eliminated it. We know when our customers are ready to move on technologically, and we can get out of the market before its most precarious time. We don’t have to subsidize our losses by charging higher prices for other products. And ultimately, our customer wins. Optimal inventory management really starts with the design process. You want to design the product so that the entire product supply chain, as well as the manufacturing process, is oriented not just for speed but for what we call velocity. Speed means being fast in the first place. Velocity means squeezing time out of every step in the process. Inventory velocity has become a passion for us. To achieve maximum velocity, you have to design your products in a way that covers the largest part of the market with the fewest number of parts. For example, you don’t need nine different disk drives when you can serve 98 percent of the market with only four. We also learned to take into account the variability of the lost cost and high cost components. Systems were reconfigured to allow for a greater variety of low-cost parts and a limited variety of expensive parts. The goal was to decrease the number of components to manage, which increased the velocity, which decreased the risk of inventory depreciation, which increased the overall health of our business system. We were also able to reduce inventory well below the levels anyone thought possible by constantly challenging and surprising ourselves with the result. We had our internal skeptics when we first started pushing for ever-lower levels of inventory. I remember the head of our procurement group telling me that this was like “flying low to the ground 300 knots.” He was worried that we wouldn’t see the trees.In 1993, we had $2.9 billion in sales and $220 million in inventory. Four years later, we posted $12.3 billion in sales and had inventory of $33 million. We’re now down to six days of inventory and we’re starting to measure it in hours instead of days. Once you reduce your inventory while maintaining your growth rate, a significant amount of risk comes from the transition from one generation of product to the next. Without traditional stockpiles of inventory, it is critical to precisely time the discontinuance of the older product line with the ramp-up in customer demand for the newer one. Since we were introducing new products all the time, it became imperative to avoid the huge drag effect from mistakes made during transitions. E&O; – short for “excess and obsolete” - became taboo at Dell. We would debate about whether our E&O; was 30 or 50 cent per PC. Since anything less than $20 per PC is not bad, when you’re down in the cents range, you’re approaching stellar performance.Find out the TRUE statement:
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MCQ-> Read the following information, graph and table and answer the questions that follow. Ellen Inc. is a Mumbai based company which sells five products branded as A, B, C, D and E in India. Anita looks after entire sales of North India working from regional office in Delhi. She was preparing for annual review meeting scheduled next day in Mumbai. She was attempting to analyse sales in North India for the seven year period from 2009 to 2015. She first calculated average sales in rupees of all the five brands and constructed a table exhibiting the difference between average sales of each pair of brands as shown in the following table:

Average Sales of Product A minus Average Sales of Product B After taking a print out of the above table, she attempted to look at the trend of sales and plotted a graph in MS Excel. Later she took a print out of the graph and left for a meeting. While on her way she figured out that due to some printer cartridge problem sales of Product A in 2013, Product C in 2010, and Product D in 2012 were not visible in the graph as reproduced below. Anita had to make some quick calculations to arrive at the information outlined in the following question.

What are the sales of Product A in 2013, Product C in 2010 and Product D in 2012?
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