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Bandhan Furniture received orders from six new schools that are going to start their operations shortly. The bars in the below chart represent the number of pairs (chair + table) required per class and the line graph represents the number of classrooms in the particular school.
There are two types of furniture available: type A and type B. Type A costs Rs 450 per pair while type B costs Rs 375 per pair. Schools C and E opted for type A furniture while the rest ordered type B furniture.
What is the difference in the amount received from school B and school C (in Rs.)?
    Correct answer is '31500'. Can you explain this answer?
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    Bandhan Furniture received orders from six new schools that are going ...
    From the solution to the first question, required difference = 472500 - 441000 = Rs. 31500
    Answer: 31500
    This question is part of UPSC exam. View all CAT courses
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    Bandhan Furniture received orders from six new schools that are going ...
    From the solution to the first question, required difference = 472500 - 441000 = Rs. 31500
    Answer: 31500
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    Bandhan Furniture received orders from six new schools that are going ...
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    Bandhan Furniture received orders from six new schools that are going to start their operations shortly. The bars in the below chart represent the number of pairs (chair + tabl e) required per class and the line graph represents the number of classrooms in the particular school. There are two types of furniture available: type A and type B. Type A costs Rs 450 per pair while type B costs Rs 375 per pair. Schools C and E opted for type A furniture while the rest ordered type B furnitureSchool A made a change in their order. The school has 14 classes (LKG + UKG + grades 1 to 12), with 3 classrooms for each class. They decided to purchase Type A furniture for grades 9 to 12, while Type B for rest of the classes. By how much percent will their expense increase now? (Round off your answer upto two decimal places.) Correct answer is '5.71'. Can you explain this answer?

    Answer the following question based on the information given below.Six classes, namely: Class A, Class B, Class C, Class D, Class E and Class F of a certain Management Institute were supposed to select exactly three specializations from Marketing, Finance, Human Resources, IT Management, Operations Management and Retail Management. All the students in any particular class selected the same set of specializations and further each specialization was selected by atleast one of the six classes. Also, 1. Students of Class B selected exactly one specialization which the students of Class E rejected. 2. There were exactly two specializations that were chosen by Class A as well as Class C. 3. There were exactly three specializations that were not chosen by Class C as well as Class F. 4. The students of Class F chose Marketing and Operations Management while the students of Class E did not choose IT Management.The table below gives the details of the number of classes that opted for the specializations.In the above table: M: Marketing, F: Finance, H: Human Resources, I: IT Management, O: Operations Management.Q.In a particular lane of a housing society, there are 8 houses - HI to H8 - such that there are four houses on either side of the lane. Further it is known that:1. HI is farthest from H5 and is on the same side of the lane as H4.2. H3 and H5 are on different sides of the lane and are not opposite each other.3. H2 is at one of the extremes and is not on the same side as H7.4. H2 is next to H8 and H7 is not opposite to H5.From which of the given houses is H2 the farthest?

    Directions: The passage below is followed by some questions based on its content. Answer the questions on the basis of what is stated or implied in the passage.Positioning - once the heart of strategy - is rejected as too static for todays dynamic markets and changing technologies. According to the new dogma, rivals can quickly copy any market position, and competitive advantage is, at best, temporary.But those beliefs are dangerous half-truths, and they are leading more and more companies down the path of mutually destructive competition. True, some barriers to competition are falling as regulation eases and markets become global. True, companies have properly invested energy in becoming leaner and more nimble. In many industries, however, what some call hyper-competition is a self-inflicted wound, not the inevitable outcome of a changing paradigm of competition.The root of the problem is the failure to distinguish between operational effectiveness and strategy. The quest for productivity, quality, and speed has spawned a remarkable number of management tools and techniques: total quality management, benchmarking, time-based competition, outsourcing, partnering, reengineering, change management. Although the resulting operational improvements have often been dramatic, many companies have been frustrated by their inability to translate those gains into sustainable profitability. And bit by bit, almost imperceptibly, management tools have taken the place of strategy. As managers push to improve on all fronts, they move farther away from viable competitive positions.Operational effectiveness and strategy are both essential to superior performance, which, after all, is the primary goal of any enterprise. But they work in very different ways.A company can outperform rivals only if it can establish a difference that it can preserve. It must deliver greater value to customers or create comparable value at a lower cost or do both. The arithmetic of superior profitability then follows: delivering greater value allows a company to charge higher average unit prices: greater efficiency results in lower average unit costs.Operational Effectiveness (OE) means performing similar activities better than rivals perform them. Operational effectiveness includes but is not limited to efficiency. It refers to any number of practices that allow a company to better utilise its inputs by, for example, reducing defects in products or developing better products faster. In contrast, strategic positioning means performing different activities from rivals or performing similar activities in different ways.Differences in operational effectiveness among companies are pervasive. Some companies are able to get more out of their inputs than others because they eliminate wasted effort, employ more advanced technology, motivate employees better, or have greater insight into managing particular activities or sets of activities. Such differences in operational effectiveness are an important source of differences in profitability among competitors because they directly affect relative cost positions and levels of differentiation.Differences in operational effectiveness were at the heart of the Japanese challenge to Western companies in the 1980s. The Japanese were so far ahead of rivals in operational effectiveness that they could offer lower cost and superior quality at the same time.The productivity frontier is constantly shifting outward as new technologies and management approaches are developed and as new inputs become available.Q.On the basis of the information in the passage, operational effectiveness and strategic position are different from each other in which one of the following respects?

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    Bandhan Furniture received orders from six new schools that are going to start their operations shortly. The bars in the below chart represent the number of pairs (chair + table) required per class and the line graph represents the number of classrooms in the particular school.There are two types of furniture available: type A and type B. Type A costs Rs 450 per pair while type B costs Rs 375 per pair. Schools C and E opted for type A furniture while the rest ordered type B furniture.What is the difference in the amount received from school B and school C (in Rs.)? Correct answer is '31500'. Can you explain this answer?
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    Bandhan Furniture received orders from six new schools that are going to start their operations shortly. The bars in the below chart represent the number of pairs (chair + table) required per class and the line graph represents the number of classrooms in the particular school.There are two types of furniture available: type A and type B. Type A costs Rs 450 per pair while type B costs Rs 375 per pair. Schools C and E opted for type A furniture while the rest ordered type B furniture.What is the difference in the amount received from school B and school C (in Rs.)? Correct answer is '31500'. 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 Bandhan Furniture received orders from six new schools that are going to start their operations shortly. The bars in the below chart represent the number of pairs (chair + table) required per class and the line graph represents the number of classrooms in the particular school.There are two types of furniture available: type A and type B. Type A costs Rs 450 per pair while type B costs Rs 375 per pair. Schools C and E opted for type A furniture while the rest ordered type B furniture.What is the difference in the amount received from school B and school C (in Rs.)? Correct answer is '31500'. Can you explain this answer? covers all topics & solutions for CAT 2024 Exam. Find important definitions, questions, meanings, examples, exercises and tests below for Bandhan Furniture received orders from six new schools that are going to start their operations shortly. The bars in the below chart represent the number of pairs (chair + table) required per class and the line graph represents the number of classrooms in the particular school.There are two types of furniture available: type A and type B. Type A costs Rs 450 per pair while type B costs Rs 375 per pair. Schools C and E opted for type A furniture while the rest ordered type B furniture.What is the difference in the amount received from school B and school C (in Rs.)? Correct answer is '31500'. Can you explain this answer?.
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