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Read the following passage carefully and answer the questions that follow.
Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.
Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.
To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.
Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.
Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.
Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.
Q. It can be observed from the last paragraph that:
  • a)
    The author believes that people are discriminatory by nature, and must be educated to help them suppress it.
  • b)
    The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.
  • c)
    The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.
  • d)
    The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.
Correct answer is option 'C'. Can you explain this answer?
Most Upvoted Answer
Read the following passage carefully and answer the questions that fo...
Understanding the Correct Answer: Option C
The passage discusses the importance of aligning brands with social purposes and highlights how companies can benefit from doing so. Option C is chosen as the correct answer based on the implications of effective social purpose strategies.
Evidence Supporting Option C
- Successful Integration: The passage suggests that when brands, like Dove, effectively align their social initiatives with their core values, they experience positive outcomes. This indicates that DSM’s efforts to improve gender and national diversity are not just good practices, but have also contributed to its overall success.
- Long-Term Benefits: The text emphasizes the long-term implications of linking brands to social needs. If DSM has indeed flourished as a result of its diversity initiatives, it implies that these strategies have paid off, leading to a favorable position in the economy.
- Value Creation for Stakeholders: The author insists on creating value for all stakeholders. This aligns with the idea that DSM’s approach to diversity is not merely a social obligation but a strategic move that benefits the company, shareholders, and society.
Summary of Incorrect Options
- Option A: Incorrect, as the passage does not focus on the need to educate people about discrimination.
- Option B: Incorrect, as there is no mention of DSM failing without a rigorous diversity approach.
- Option D: Incorrect, since the passage does not suggest that DSM succeeded despite its diversity efforts but rather implies success due to those efforts.
In conclusion, option C accurately reflects the passage's message about the successful alignment of social purpose with brand strategy, demonstrating that DSM's initiatives have indeed contributed to its positive standing in the economy.
Community Answer
Read the following passage carefully and answer the questions that fo...
A is incorrect as the passage does not express the author's views on this idea nor does he state anything about educating and/or suppressing people. B is incorrect as the author does not mention or imply that DSM would have failed if it had not adopted such an approach. D is incorrect as the author believes that DSM's approach has been responsible for its current good position, and not that DSM has achieved that position despite its approach. C is the right answer.
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Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. Which of the following can said to be the purpose of the author in the second paragraph of the passage?

Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be inferred from the context that when the author says, "Few brands are likely to start with a blank slate", he means that

Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. What does the author seek to highlight when he raises the example of Dove?

Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be inferred from the passage that the author is most likely to disagree with which of the following statements?

Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. Which of the following best describes the tone of the passage?

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Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer?
Question Description
Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? for CAT 2024 is part of CAT preparation. The Question and answers have been prepared according to the CAT exam syllabus. Information about Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer?.
Solutions for Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? in English & in Hindi are available as part of our courses for CAT. Download more important topics, notes, lectures and mock test series for CAT Exam by signing up for free.
Here you can find the meaning of Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? defined & explained in the simplest way possible. Besides giving the explanation of Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer?, a detailed solution for Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? has been provided alongside types of Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? theory, EduRev gives you an ample number of questions to practice Read the following passage carefully and answer the questions that follow.Consumers increasingly expect brands to have not just functional benefits but a social purpose. As a result, companies are taking social stands in very visible ways. Airbnb used a Super Bowl ad to publicly cement its commitment to diversity. Tecate, based in Mexico, is investing heavily in programs to reduce violence against women, and Vicks, a P&G brand in India, supports child-adoption rights for transgender people. Brands increasingly use social purpose to guide marketing communications, inform product innovation, and steer investments toward social cause programs. And that's all well and good when it works. But missteps are common, and they can have real consequences.Countless well-intentioned social-purpose programs have consumed resources and management time only to end up in obscurity. Sometimes they backfire because the brand messages designed to promote them anger or offend customers - or they simply go unnoticed because they fail to resonate. Other times, managers use these initiatives solely to pursue intangible benefits such as brand affection or as a means to communicate the company's corporate social responsibility, without consideration of how they might be able to create business value for the firm.To develop a social purpose strategy, managers should begin by identifying a set of social or environmental needs to which the brand can make a meaningful contribution. (For simplicity, we'll use the term "social needs" to refer to both social and environmental concerns.) Few brands are likely to start with a blank slate - most have corporate social responsibility programs under way, some of which could become relevant aspects of the brand's value proposition. Yet focusing on only those initiatives could limit the potential of a purpose-driven brand strategy or divert marketing resources meant to stimulate the brand's growth toward corporate initiatives. To create a more comprehensive set of choices, managers should explore social purpose ideas in three domains: brand heritage, customer tensions, and product externalities.Of the many benefits a brand may confer, only a few are likely to have defined the brand from the start and be the core reason for its success. Since its launch, in 1957, Dove has been promoted as a beauty bar, not a soap. Enhancing beauty has always been central to its value proposition. Therefore, it makes sense that Dove focuses on social needs tied to perceptions of beauty.Finally, examine your product's or industry's externalities - the indirect costs borne or benefits gained by a third party as a result of your products' manufacture or use. For instance, the food and beverage industry has been criticized for the contribution of some of its products to the increasing rates of childhood obesity. It has also faced concerns about negative health effects resulting from companies' use of artificial ingredients and other chemicals in their products. Panera Bread's decision to position its offerings as "clean food" - made without "artificial preservatives, sweeteners, flavours, or colours from artificial sources" - is a direct response to a social need created by industry externalities.Managers often have the best intentions when trying to link their brands with a social need, but choosing the right one can be difficult and risky and has long-term implications. Competing on social purpose requires managers to create value for all stakeholders - customers, the company, shareholders, and society at large - merging strategic acts of generosity with the diligent pursuit of brand goals.Q. It can be observed from the last paragraph that:a)The author believes that people are discriminatory by nature, and must be educated to help them suppress it.b)The author believes that DSM would have failed as an enterprise had it not adopted a rigorous approach to improve diversity.c)The author believes that DSM's approach of improving gender and national diversity has paid off and contributed to its current good position in the economy.d)The author believes that DSM has been successful in that it has flourished in spite of its approach of improving gender and national diversity.Correct answer is option 'C'. Can you explain this answer? tests, examples and also practice CAT tests.
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