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In the competitive business world, one has to be perfect ---- communicating with customers.

Correct answer is 'at'. Can you explain this answer?
Most Upvoted Answer
In the competitive business world, one has to be perfect ---- communic...
Meaning of the sentence:

The sentence means that in the competitive business world, it is essential to communicate flawlessly with customers.

Explanation:

Prepositions are essential components of English grammar that connect nouns and pronouns with the rest of the sentence. They help us to understand the relationship between different elements of a sentence.

In the given sentence, the preposition 'at' is used to show a perfect level of proficiency in communication. It indicates that one has to be very good at communicating with customers to succeed in the competitive business world.

The sentence implies that any mistake in communication can lead to losing customers, which can ultimately harm the business. Therefore, it is crucial to have perfect communication skills to meet customers' expectations and build a positive brand reputation.

Conclusion:

The sentence highlights the importance of effective communication skills in the business world. It emphasizes the significance of being perfect in communication to ensure business success.
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Community Answer
In the competitive business world, one has to be perfect ---- communic...
For the most specific times, and for holidays without the word “day,” we use at. That means you will hear, “Meet me at midnight,” or “The flowers are in bloom at Easter time.”
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Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.The vast collection of interconnected networks that all use the TCP/IP protocols and that evolved from the ARPANET of the late 60s and early 70s, an "intranet" (lower case i), are computers connected to each other (a network), and are not part of the Internet unless the use TCP/IP protocols. An "intranet" is a private network inside a company or organization that uses the same kinds of software that you would find on the public Internet, but that is only for internal use. An intranet may be on the Internet or may simply be a network.The world has come a long way since Xerox Corporation first built a new machine called the personal computer (PC) and Steve Jobs introduced the Mac as the friendly alternative to the forbidding mainframes of the 1960s and 1970s. The coming together of IBM, Intel and Microsoft in the early 1980s has set off a revolution that has brought the power of computing to the fingertips of every user across the world. From the departmental PC to the Local Area Network to the development of the Internet-the ubiquitous network of networks-the progress in computer and communications technology has been tremendous. Most people, organizations and countries have been influenced in one way or the other by the rapid spread of the Internet.There are over 70 million Internet users worldwide, and the World Wide Web now unites entire universities, shopping centres, entertainment sites and business transactions facilities into virtual communities. But there is still a fair bit of skepticism and cynicism in the approach of many CEOs, marketing strategists and even some systems managers when it comes to going beyond the hype and developing an Internet strategy for their companies. Many organizations, particularly in India are still sitting on the fence. They prefer to wait for their overseas collaborators to take the first step, or go through the motions of setting up a company home page as their token offering to the Internet God-something everybody talks about but few seem to fully understand.The truth is that the Internet is not just a faster communication medium for - mail or an on-line information gathering facility, two activities that account for a large proportion of the time users spend on the Net. Correctly understood and used, it can be the new paradigm for marketing and corporate communications that can change the way businessmen and professionals perceive and transact business in the next century. But that will only happen if corporate planners and marketing strategists take off their blinkers and look beyond traditional marketing and selling techniques. The ground is shifting from under their feet and its time they made the Internet move. The formation of virtual communities will mean that the role of traditional selling media like newspapers, television, movie theatres and even the average salesperson will be eroded. As we begin to depend on the web for information, education and entertainment, marketing will truly become buyer-centric, and would depend less on sales promotion budgets. Most successful organizations will be those that predict customer psychology and enable or sponsor the development of virtual communities, thereby ensuring access into as many communities as possible to spread their specific product messages.Among the earliest to adopt of this approach was Apple, whose famous E-World site has been one of the early successes in setting up a loyal community. Many early Indian web surfers, including movie thespian Shammi Kapoor will vouch for the impact of this site. Many pioneering marketers-from bookstores to travel agents to package delivery companies have already begun to develop a new breed of loyalists and are offering services ranging from browsing to information gathering, to order placement and consignment tracking through the Internet. These are the firms who are really establishing what Prahlad and Hamel called "Opportunity Share".Internet is primarily an information rather than visual-driven environment, and that understanding this reality has fundamental implications for organizations who want to develop successful Internet applications. They ask, "Why not accept that the Internet is a wonderful environment to deliver deep, rich and timely information on products, services, event, developments? That it is a wonderful environment for allowing people to communicate (email) with each other, for allowing business to trade with business, and for marketers to understand consumer needs better and develop closer relationships with these consumers."The IDC report says that about 50 percent of all US companies have set up sites on the Web. The companies connected to their customers are finding cost savings of 50 percent to 90 percent in sales, customer support, distribution, and other areas. 80 percent of companies using Intranet applications have seen a positive return on investment, with an average annualized return of 38 percent.A recent global survey shows that over two-thirds of the worlds marketing planners have the Internet as a key ingredient of their marketing mix for the year. To make this possible, an Internet strategy must be regarded as a thread running through the entire business strategy of the firms. From customer and market research to marketing, materials planning, procurement, manufacturing, distribution, logistics and customer service, every process can be enriched through the use of Internets, Intranets and Extranets. Of course it will require some business and technological savvy to leverage the immense potential of this new technology to attain sustainable competitive advantage. CEOs will have to build up this competence within their firms to survive and build market dominance in the new millennium.Q.The author feels that internet could be a new paradigm if

Directions: Read the following passages carefully and identify most appropriate answer to the questions given at the end of each passage.Groupon is one of the fastest-growing companies of all time. Its name comes from "group coupons," an ingenious idea that has spawned an entire industry of social commerce imitators. However, it didn't start out successful. When customers took Groupon up on its first deal, a whopping twenty people bought two-for-one pizza in a restaurant on the first floor of the company's Chicago offices-hardly a world-changing event. ln fact, Groupon wasn't originally meant to be about commerce at all. The founder, Andrew Mason, intended his company to become a "collective activism platform" called The Point. Its goal was to bring people together to solve problems they couldn't solve on their own, such as fund-raising for a cause or boycotting a certain retailer. The Point's early results were disappointing, however, and at the end of 2008 the founders decided to try something new. Although they still had grand ambitions, they were determined to keep the new product simple. They built a minimum viable product. Does this sound like a billion-dollar company to you? Mason tells the story: “We took a Word Press Blog and we skinned it to say Groupon and then every day we would do a new post. It was totally ghetto. We would sell T-shirts on the first version of Groupon. We'd say in the write-up, ”This T-shirt will come in the colour red, size large. If you want a different colour or size, e-mail that to us.” We didn't have a form to add that stuff. lt was just so cobbled together. It was enough to prove the concept and show that it was something that people really liked: The actual coupon generation that we were doing was all File Maker. We would run a script that would e-mail the coupon PDF to people. It got to the point where we'd sell 500 sushi coupons in a day, and we'd send 500 PDFs to people with Apple Mail at the same time. Really until July of the first year it was just a scrambling to grab the tiger by the tail. It was trying to catch up and reasonably piece together a product. "Handmade PDFs, a pizza coupon, and simple blog were enough to launch Groupon into-breaking success; it is on pace to become the fastest company in history to achieve $1 billion in sales. It is revolutionizing the way local businesses find new custmors, offering special deals to consumers in more than 375 cities worldwide. A minimum viable product (MVP) helps enterpremuers start the process of learning as quickly as possible. "It is not necessarily the smallest product imaginable, though; it is simply the fastest way to get through the Build-Measure-Learn feedback loop with the minimum amount of effort. Contrary to traditional product development, which usually involves a long, thoughtful incubation period and strives for product perfection, the goal of the MVP is to begin the process of learning, not end it, Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.Early adopters use their imagination to fill in what a product is missing. They prefer that state of affairs, because what they care about above all is being the first one to use or adopt a new product or technology. In consumer products, it's often the thrill of being the first one on the block to show off a new basketball shoe, music player, or cool phone. In enterprise products, it's often about gaining a competitive advantage by taking a risk with something new that competitors don't have yet. Early adopters are suspicious of something that is too polished if it's ready for everyone to adopt, how much advantage cart one get by being early? As a result, additional features or polish beyond what early adopters demand is a form of wasted resources and time. This is a hard truth for many entrepreneurs to accept. After all, the vision entrepreneurs keep in their beads is of a high-quality mainstream product that will change the world, not one used by a small niche of people who are willing to give it a shot before it's ready. That world-changing product is polished, slick, and ready for prime time. It wins awards at trade shows and, most of all, is something you can proudly show Mom and Dad: An early, buggy, incomplete product feels like an unacceptable compromise. How many of us were raised with the expectation that we would put our best work forward? As one manager put it to me recently, "I know for me, the MVP feels a little dangerous in a good way-since I have always been such a perfectionist." Minimum viable products range in complexity from extremely simple smoke tests (little more than an advertisement) to actual early prototypes complete with problems and missing features. Deciding exactly how complex an MVP needs to be cannot be done using formulas. It requires judgment. Luckily, this judgment is not difficult to develop: most entrepreneurs and product development people dramatically over estimate how many features are needed in an MVP. When in doubt simplify. For example, consider a service sold with a one-month free trial. Before a customer can use the service, he or she has to sign up for the trial. One obvious assumption, then, of the business model is that customers will sign up for a free trial once they have a certain amount of information about the service. A critical question to consider is whether customers will in fact signup for the free trial given a certain number of promised features (the value hypothesis). Somewhere in the business model, probably buried in a single cell in a spreadsheet, it specifies the "percentage of customers whose the free trial offer who then sign up." Maybe in our projections we say that this number should be 10 percent. lf you think about it, this is a leap-of-faith question. It really should be represented in giant letters in a bold red font: WE ASSUME 10 PERCENT OF CUSTOMERS WILL SIGN UP.Most entrepreneurs approach a question like this by building the product and then checking to see how customers react to it. I consider this to be exactly backward because it can lead to a lot of waste. First,if it turns out that we're building something nobody wants, the whole exercise will be an avoidable expense of time and money. 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Directions: Read the following passages carefully and identify most appropriate answer to the questions given at the end of each passage.Groupon is one of the fastest-growing companies of all time. Its name comes from "group coupons," an ingenious idea that has spawned an entire industry of social commerce imitators. However, it didn't start out successful. When customers took Groupon up on its first deal, a whopping twenty people bought two-for-one pizza in a restaurant on the first floor of the company's Chicago offices-hardly a world-changing event. ln fact, Groupon wasn't originally meant to be about commerce at all. The founder, Andrew Mason, intended his company to become a "collective activism platform" called The Point. Its goal was to bring people together to solve problems they couldn't solve on their own, such as fund-raising for a cause or boycotting a certain retailer. The Point's early results were disappointing, however, and at the end of 2008 the founders decided to try something new. Although they still had grand ambitions, they were determined to keep the new product simple. They built a minimum viable product. Does this sound like a billion-dollar company to you? Mason tells the story: “We took a Word Press Blog and we skinned it to say Groupon and then every day we would do a new post. It was totally ghetto. We would sell T-shirts on the first version of Groupon. We'd say in the write-up, ”This T-shirt will come in the colour red, size large. If you want a different colour or size, e-mail that to us.” We didn't have a form to add that stuff. lt was just so cobbled together. It was enough to prove the concept and show that it was something that people really liked: The actual coupon generation that we were doing was all File Maker. We would run a script that would e-mail the coupon PDF to people. It got to the point where we'd sell 500 sushi coupons in a day, and we'd send 500 PDFs to people with Apple Mail at the same time. Really until July of the first year it was just a scrambling to grab the tiger by the tail. It was trying to catch up and reasonably piece together a product. "Handmade PDFs, a pizza coupon, and simple blog were enough to launch Groupon into-breaking success; it is on pace to become the fastest company in history to achieve $1 billion in sales. It is revolutionizing the way local businesses find new custmors, offering special deals to consumers in more than 375 cities worldwide. A minimum viable product (MVP) helps enterpremuers start the process of learning as quickly as possible. "It is not necessarily the smallest product imaginable, though; it is simply the fastest way to get through the Build-Measure-Learn feedback loop with the minimum amount of effort. Contrary to traditional product development, which usually involves a long, thoughtful incubation period and strives for product perfection, the goal of the MVP is to begin the process of learning, not end it, Unlike a prototype or concept test, an MVP is designed not just to answer product design or technical questions. Its goal is to test fundamental business hypotheses.Early adopters use their imagination to fill in what a product is missing. They prefer that state of affairs, because what they care about above all is being the first one to use or adopt a new product or technology. In consumer products, it's often the thrill of being the first one on the block to show off a new basketball shoe, music player, or cool phone. In enterprise products, it's often about gaining a competitive advantage by taking a risk with something new that competitors don't have yet. Early adopters are suspicious of something that is too polished if it's ready for everyone to adopt, how much advantage cart one get by being early? As a result, additional features or polish beyond what early adopters demand is a form of wasted resources and time. This is a hard truth for many entrepreneurs to accept. After all, the vision entrepreneurs keep in their beads is of a high-quality mainstream product that will change the world, not one used by a small niche of people who are willing to give it a shot before it's ready. That world-changing product is polished, slick, and ready for prime time. It wins awards at trade shows and, most of all, is something you can proudly show Mom and Dad: An early, buggy, incomplete product feels like an unacceptable compromise. How many of us were raised with the expectation that we would put our best work forward? As one manager put it to me recently, "I know for me, the MVP feels a little dangerous in a good way-since I have always been such a perfectionist." Minimum viable products range in complexity from extremely simple smoke tests (little more than an advertisement) to actual early prototypes complete with problems and missing features. Deciding exactly how complex an MVP needs to be cannot be done using formulas. It requires judgment. Luckily, this judgment is not difficult to develop: most entrepreneurs and product development people dramatically over estimate how many features are needed in an MVP. When in doubt simplify. For example, consider a service sold with a one-month free trial. Before a customer can use the service, he or she has to sign up for the trial. One obvious assumption, then, of the business model is that customers will sign up for a free trial once they have a certain amount of information about the service. A critical question to consider is whether customers will in fact signup for the free trial given a certain number of promised features (the value hypothesis). Somewhere in the business model, probably buried in a single cell in a spreadsheet, it specifies the "percentage of customers whose the free trial offer who then sign up." Maybe in our projections we say that this number should be 10 percent. lf you think about it, this is a leap-of-faith question. It really should be represented in giant letters in a bold red font: WE ASSUME 10 PERCENT OF CUSTOMERS WILL SIGN UP.Most entrepreneurs approach a question like this by building the product and then checking to see how customers react to it. I consider this to be exactly backward because it can lead to a lot of waste. First,if it turns out that we're building something nobody wants, the whole exercise will be an avoidable expense of time and money. If customers won't sign up for the free trial, they'll never get to experience the amazing features that await them. Even if they do sign up, there are many other opportunities for waste. For example, how many features do we really need to include to appeal to early adopters? Every extra feature is a form of waste, and if we delay the test for these extra features, it comes with a tremendous potential cost in terms of learning and cycle time. The lesson of the MVP is that any additional work beyond what was required to start learning is waste, no matter how important it might have seemed at the time.Q. What is the central idea of the passage?

Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.The vast collection of interconnected networks that all use the TCP/IP protocols and that evolved from the ARPANET of the late 60s and early 70s, an "intranet" (lower case i), are computers connected to each other (a network), and are not part of the Internet unless the use TCP/IP protocols. An "intranet" is a private network inside a company or organization that uses the same kinds of software that you would find on the public Internet, but that is only for internal use. An intranet may be on the Internet or may simply be a network.The world has come a long way since Xerox Corporation first built a new machine called the personal computer (PC) and Steve Jobs introduced the Mac as the friendly alternative to the forbidding mainframes of the 1960s and 1970s. The coming together of IBM, Intel and Microsoft in the early 1980s has set off a revolution that has brought the power of computing to the fingertips of every user across the world. From the departmental PC to the Local Area Network to the development of the Internet-the ubiquitous network of networks-the progress in computer and communications technology has been tremendous. Most people, organizations and countries have been influenced in one way or the other by the rapid spread of the Internet.There are over 70 million Internet users worldwide, and the World Wide Web now unites entire universities, shopping centres, entertainment sites and business transactions facilities into virtual communities. But there is still a fair bit of skepticism and cynicism in the approach of many CEOs, marketing strategists and even some systems managers when it comes to going beyond the hype and developing an Internet strategy for their companies. Many organizations, particularly in India are still sitting on the fence. They prefer to wait for their overseas collaborators to take the first step, or go through the motions of setting up a company home page as their token offering to the Internet God-something everybody talks about but few seem to fully understand.The truth is that the Internet is not just a faster communication medium for - mail or an on-line information gathering facility, two activities that account for a large proportion of the time users spend on the Net. Correctly understood and used, it can be the new paradigm for marketing and corporate communications that can change the way businessmen and professionals perceive and transact business in the next century. But that will only happen if corporate planners and marketing strategists take off their blinkers and look beyond traditional marketing and selling techniques. The ground is shifting from under their feet and its time they made the Internet move. The formation of virtual communities will mean that the role of traditional selling media like newspapers, television, movie theatres and even the average salesperson will be eroded. As we begin to depend on the web for information, education and entertainment, marketing will truly become buyer-centric, and would depend less on sales promotion budgets. Most successful organizations will be those that predict customer psychology and enable or sponsor the development of virtual communities, thereby ensuring access into as many communities as possible to spread their specific product messages.Among the earliest to adopt of this approach was Apple, whose famous E-World site has been one of the early successes in setting up a loyal community. Many early Indian web surfers, including movie thespian Shammi Kapoor will vouch for the impact of this site. Many pioneering marketers-from bookstores to travel agents to package delivery companies have already begun to develop a new breed of loyalists and are offering services ranging from browsing to information gathering, to order placement and consignment tracking through the Internet. These are the firms who are really establishing what Prahlad and Hamel called "Opportunity Share".Internet is primarily an information rather than visual-driven environment, and that understanding this reality has fundamental implications for organizations who want to develop successful Internet applications. They ask, "Why not accept that the Internet is a wonderful environment to deliver deep, rich and timely information on products, services, event, developments? That it is a wonderful environment for allowing people to communicate (email) with each other, for allowing business to trade with business, and for marketers to understand consumer needs better and develop closer relationships with these consumers."The IDC report says that about 50 percent of all US companies have set up sites on the Web. The companies connected to their customers are finding cost savings of 50 percent to 90 percent in sales, customer support, distribution, and other areas. 80 percent of companies using Intranet applications have seen a positive return on investment, with an average annualized return of 38 percent.A recent global survey shows that over two-thirds of the worlds marketing planners have the Internet as a key ingredient of their marketing mix for the year. To make this possible, an Internet strategy must be regarded as a thread running through the entire business strategy of the firms. From customer and market research to marketing, materials planning, procurement, manufacturing, distribution, logistics and customer service, every process can be enriched through the use of Internets, Intranets and Extranets. Of course it will require some business and technological savvy to leverage the immense potential of this new technology to attain sustainable competitive advantage. CEOs will have to build up this competence within their firms to survive and build market dominance in the new millennium.Q.Which of the following statements is the author most likely to disagree with?

Directions: The passage below is followed by a question based on its content. Answer the question on the basis of what is stated or implied in the passage.PassageThe vast collection of interconnected networks that all use the TCP/IP protocols and that evolved from the ARPANET of the late 60s and early 70s, an "intranet" (lower case i), are computers connected to each other (a network), and are not part of the Internet unless the use TCP/IP protocols. An "intranet" is a private network inside a company or organization that uses the same kinds of software that you would find on the public Internet, but that is only for internal use. An intranet may be on the Internet or may simply be a network.The world has come a long way since Xerox Corporation first built a new machine called the personal computer (PC) and Steve Jobs introduced the Mac as the friendly alternative to the forbidding mainframes of the 1960s and 1970s. The coming together of IBM, Intel and Microsoft in the early 1980s has set off a revolution that has brought the power of computing to the fingertips of every user across the world. From the departmental PC to the Local Area Network to the development of the Internet-the ubiquitous network of networks-the progress in computer and communications technology has been tremendous. Most people, organizations and countries have been influenced in one way or the other by the rapid spread of the Internet.There are over 70 million Internet users worldwide, and the World Wide Web now unites entire universities, shopping centres, entertainment sites and business transactions facilities into virtual communities. But there is still a fair bit of skepticism and cynicism in the approach of many CEOs, marketing strategists and even some systems managers when it comes to going beyond the hype and developing an Internet strategy for their companies. Many organizations, particularly in India are still sitting on the fence. They prefer to wait for their overseas collaborators to take the first step, or go through the motions of setting up a company home page as their token offering to the Internet God-something everybody talks about but few seem to fully understand.The truth is that the Internet is not just a faster communication medium for - mail or an on-line information gathering facility, two activities that account for a large proportion of the time users spend on the Net. Correctly understood and used, it can be the new paradigm for marketing and corporate communications that can change the way businessmen and professionals perceive and transact business in the next century. But that will only happen if corporate planners and marketing strategists take off their blinkers and look beyond traditional marketing and selling techniques. The ground is shifting from under their feet and its time they made the Internet move. The formation of virtual communities will mean that the role of traditional selling media like newspapers, television, movie theatres and even the average salesperson will be eroded. As we begin to depend on the web for information, education and entertainment, marketing will truly become buyer-centric, and would depend less on sales promotion budgets. Most successful organizations will be those that predict customer psychology and enable or sponsor the development of virtual communities, thereby ensuring access into as many communities as possible to spread their specific product messages.Among the earliest to adopt of this approach was Apple, whose famous E-World site has been one of the early successes in setting up a loyal community. Many early Indian web surfers, including movie thespian Shammi Kapoor will vouch for the impact of this site. Many pioneering marketers-from bookstores to travel agents to package delivery companies have already begun to develop a new breed of loyalists and are offering services ranging from browsing to information gathering, to order placement and consignment tracking through the Internet. These are the firms who are really establishing what Prahlad and Hamel called "Opportunity Share".Internet is primarily an information rather than visual-driven environment, and that understanding this reality has fundamental implications for organizations who want to develop successful Internet applications. They ask, "Why not accept that the Internet is a wonderful environment to deliver deep, rich and timely information on products, services, event, developments? That it is a wonderful environment for allowing people to communicate (email) with each other, for allowing business to trade with business, and for marketers to understand consumer needs better and develop closer relationships with these consumers."The IDC report says that about 50 percent of all US companies have set up sites on the Web. The companies connected to their customers are finding cost savings of 50 percent to 90 percent in sales, customer support, distribution, and other areas. 80 percent of companies using Intranet applications have seen a positive return on investment, with an average annualized return of 38 percent.A recent global survey shows that over two-thirds of the worlds marketing planners have the Internet as a key ingredient of their marketing mix for the year. To make this possible, an Internet strategy must be regarded as a thread running through the entire business strategy of the firms. From customer and market research to marketing, materials planning, procurement, manufacturing, distribution, logistics and customer service, every process can be enriched through the use of Internets, Intranets and Extranets. Of course it will require some business and technological savvy to leverage the immense potential of this new technology to attain sustainable competitive advantage. CEOs will have to build up this competence within their firms to survive and build market dominance in the new millennium.

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In the competitive business world, one has to be perfect ---- communicating with customers.Correct answer is 'at'. Can you explain this answer?
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In the competitive business world, one has to be perfect ---- communicating with customers.Correct answer is 'at'. Can you explain this answer? for CAT 2025 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about In the competitive business world, one has to be perfect ---- communicating with customers.Correct answer is 'at'. Can you explain this answer? covers all topics & solutions for CAT 2025 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for In the competitive business world, one has to be perfect ---- communicating with customers.Correct answer is 'at'. Can you explain this answer?.
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