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ABC warehousing corporation is automating its business by purchasing a new forklift that is powered by AI and can locate the item in the warehouse by itself. While automated forklifts are costly, over the year they lead to cost saving, higher safety, increased productivity and can be integrated to Warehouse Management System. The decision to buy is supported by which objective of a company.
a. Improving revenue
b. Delivering value to the customer
c. Improving customer satisfaction
d. All of the above
The decision to buy an automated forklift is supported by d. All of the above.
Here's why:
Improving revenue: By increasing productivity and potentially reducing labor costs, the automated forklift can contribute to higher overall revenue.
Delivering value to the customer: Faster and more efficient warehouse operations can lead to quicker order fulfillment and potentially lower prices for customers.
Improving customer satisfaction: Faster fulfillment and potentially fewer errors due to automation can lead to happier customers.
While the primary objective might be focused on internal efficiency (improving revenue and productivity), the benefits ultimately contribute to delivering value and improving customer satisfaction.
Delhivery is an Indian logistics and supply chain company. You have received a package containing some items you ordered from an online store through Delhivery. Operations carried by delivery for this purpose can be termed as a..................... activity.
a. Commercial
b. Business
c. Governance
d. Philanthropic
The delivery of your package by Delhivery can be termed as a Commercial activity.
Commercial activities are those that are undertaken for the purpose of making a profit. Delhivery is a for-profit company that provides logistics and supply chain services to businesses and consumers. In the scenario you described, Delhivery is delivering a package for a business (the online store) to a consumer (you). This is a commercial transaction in which Delhivery is providing a service for a fee.
For my start-up company, I pay Good and Services Tax (GST) online through a government portal. This can be termed as ------- type transaction
a. G2B
b. B2G
c. C2G
d. G2C
The correct term for this transaction is b. B2G.
Here's why:
B2G: Stands for Business to Government. This refers to a transaction where a business interacts with a government entity. In your case, your startup company (business) is paying GST to the government portal (government entity).
G2B: Stands for Government to Business. This describes the opposite scenario, where the government provides a service or good to a business.
C2G: Stands for Citizen to Government. This refers to an individual interacting with a government entity. While you, as an individual, might own the startup, in this context, the transaction is happening on behalf of the business.
G2C: Stands for Government to Citizen. This describes the government providing a service or good directly to a citizen.
Since your startup is paying taxes to the government, this falls under the B2G category.
B&N Retailer has both online and offline store. The offline store is open from 8 AM to 8 PM. But customers can place order through the online store 24x7 and get the delivery during the working hour of the store. Which of the following is a benefit of the online store.
a. Better availability of service
b. Cost reduction in information processing
c. Better access to customer market
d. Lower operating expenses
Out of the options provided, the biggest benefit of the online store for B&N Retailer is:
a. Better availability of service
Here's why:
Better availability of service: The online store allows customers to place orders 24/7, exceeding the limited hours of the physical store. This provides greater convenience and flexibility for customers who cannot shop during those specific hours.
Cost reduction in information processing: While online stores can offer some automation in processing orders, it might not be a significant benefit in this case. Both online and physical stores require processing orders.
Better access to customer market: An online store can potentially reach a wider audience than a physical store location. However, B&N already has a physical presence, so this benefit might be less impactful.
Lower operating expenses: An online store might have some lower overhead costs compared to a physical store (e.g., rent, utilities), but B&N likely needs to maintain both for a complete experience.
Therefore, the ability to offer service beyond the physical store's operating hours provides the clearest benefit for B&N's online store.
The dot com boom occurred around the year 2000 and the bust happened after around 2 years down the line. This phenomena in terms of Gartner's Hype Cycle can be compared to the
a. Innovation Trigger, Peak of Inflated Expectations, Trough of Disillusionment.
b. Slope of Enlightenment and Trough of Disillusionment
c. Peak of Inflated Expectations. Trough of Disillusionment
d. Slope of Enlightenment, and Plateau of Productivity
The dot-com boom and bust aligns with stages in Gartner's Hype Cycle:
c. Peak of Inflated Expectations, Trough of Disillusionment
Here's why this best reflects the situation:
Peak of Inflated Expectations: The dot-com boom perfectly exemplifies this stage. There was immense hype and excitement surrounding internet-based businesses, often with inflated valuations despite lacking proven profitability.
Trough of Disillusionment: The bust followed, where many dot-com companies failed due to unrealistic expectations and unsustainable business models. This corresponds to the trough where interest wanes and failed companies lead to disillusionment.
The other options don't quite match the scenario:
Innovation Trigger precedes the hype and focuses on the initial emergence of the technology.
Slope of Enlightenment and Plateau of Productivity come after the trough, where remaining companies refine their models and the technology finds practical applications. This stage likely happened after the bust, when successful e-commerce businesses emerged.
Who are the customers of a brokerage service like eBay? What kind of value is delivered to the customer? What is the source of revenue?
a. Customers: Sellers, Value: Reputation of the service provider, Revenue: Product base price
b. Customers: Buyers& Sellers. Value: The transaction platform, Revenue: Transaction fee
с. Customers: Buyers, Value: The product, Revenue: Transaction fee
d. Customers: Buyers& Sellers, Value: Reputation of the service provider, Revenue: Product price
The most accurate description of a brokerage service like eBay is:
b. Customers: Buyers & Sellers. Value: The transaction platform, Revenue: Transaction fee
Here's a breakdown:
Customers: Both buyers and sellers use eBay's platform to connect and complete transactions.
Value Delivered:
Buyers: Get access to a vast selection of products from various sellers, competitive prices, and sometimes buyer protection programs.
Sellers: Gain a wide audience for their products, a platform to manage sales, and potentially reach international buyers.
Revenue Source: eBay makes money through transaction fees. These fees are typically a percentage of the final selling price of an item.
While reputation is important, it's not the primary value proposition. The core value lies in facilitating transactions between buyers and sellers. The product base price is determined by sellers, not the platform.
YouTube is free. The models for major source for the platform are................. and for free services.................. for premium services
a. Affiliation, brokerage
b. Advertisement, subscription
c. Subscription, advertisement
d. Brokerage. Affiliation
The revenue models for YouTube are:
Major source for free services: c. Advertisement
Premium services: b. Subscription
Here's why:
Free Services: YouTube primarily generates revenue through advertisements. They show targeted ads before, during, or after videos. Advertisers pay YouTube based on user clicks or impressions.
Premium Services: YouTube offers premium services like YouTube Premium, which provides ad-free viewing, background play, and access to exclusive content. Revenue for these services comes from subscriptions. Users pay a monthly fee to access these premium features.
So, YouTube uses the advertising model for its free services and the subscription model for its premium services.
The other options are not quite accurate:
Affiliation and brokerage are not primary revenue models for YouTube. While there might be some affiliate links in video descriptions, it's not a major source of income.
Advertising Networks like DoubleClick follow
a. Community Model
b. Utility Model
c. Affiliate Model
d. Infomediary Model
Advertising networks like DoubleClick follow the d. Infomediary Model.
Here's why:
Infomediary Model: An infomediary acts as a middleman between information providers (advertisers) and information seekers (publishers and audiences). They connect these parties and facilitate transactions (ad placements). This perfectly describes the role of advertising networks like DoubleClick.
Community Model: This model focuses on creating and fostering online communities. DoubleClick doesn't directly create communities, though it can enable targeted advertising within online communities.
Utility Model: This model provides on-demand access to a service or resource. While DoubleClick provides a service (ad serving), it's not on-demand access for the end user.
Affiliate Model: The affiliate model relies on partnerships where websites promote another company's products and earn a commission for sales generated through those promotions. DoubleClick doesn't involve direct product promotion.
"ITC's eChoupal" provides value to customers by................
a. Introducing farm mechanization
b. Establishing kiosks
c. Providing free food
d. Eliminating intermediaries
ITC's eChoupal doesn't directly provide value to customers (end consumers) in the traditional sense. It focuses on the agricultural supply chain, so its value lies elsewhere.
Out of the options provided, the closest fit is:
b. Establishing kiosks (with a clarification)
Here's a breakdown:
ITC's eChoupal doesn't eliminate intermediaries altogether. It leverages existing intermediaries (sanchalaks and samyojaks) but empowers them with technology and information.
eChoupal doesn't directly introduce farm mechanization or provide free food. These might be indirect consequences, but not the core value proposition.
Establishing kiosks (choupal saagars) is partially correct. These kiosks act as a one-stop shop for farmers, but they are not for selling directly to consumers.
The true value of eChoupal lies in:
Empowering farmers with information: Farmers receive real-time market prices, weather updates, and agricultural practices through eChoupal.
Fairer pricing: By reducing inefficiencies in the supply chain, eChoupal can offer farmers better prices for their crops.
Access to inputs: Farmers can buy agricultural inputs like seeds, fertilizers, etc., at the choupal saagars.
So, while kiosks (choupal saagars) are a part of the eChoupal network, their role is to serve farmers, not end consumers.
Which of the following is likely to increase by the adoption of e-procurement.
a. Savings in sourcing
b. Order lead time
c. Inventory
d. All of the above
E-procurement is likely to lead to: a. Savings in sourcing.
Here's why:
Savings in sourcing: E-procurement automates many tasks involved in purchasing, streamlines communication with suppliers, and facilitates price comparisons. This can lead to better deals and lower costs for materials.
Order lead time: The impact on order lead time can vary. E-procurement can potentially reduce some processing times, but it might also depend on supplier efficiency and other factors.
Inventory: E-procurement can improve inventory management by providing better visibility into stock levels and streamlining reordering processes. This can potentially lead to less excess inventory.
While some aspects of e-procurement might affect order lead time and inventory, savings in sourcing is the most likely benefit. So, option d (All of the above) is not entirely accurate.