Mini Mock || CAT 2023 || Practice Test 1

Direction: Read the passage given below carefully and answer the questions that follow.

Batting for e-commerce start-ups in India, Tata Group Chairman Emeritus Ratan Tata, who has personally invested in nearly a dozen start-ups post-retirement, said that young entrepreneurs with high ambitions should be supported and mentored. “E-commerce is the new trend in Indian commerce. I believe that young Indian entrepreneurs need to be encouraged, and there is need to mentor young talent. This segment is emerging and should be supported,” Mr. Tata said while addressing the 107th Annual General Meeting of the Indian Merchants’ Chamber in Mumbai on Thursday.

Stating that he had put his personal money in these ventures and not that of others, he said it was difficult to predict whether these start-ups would emerge successful going forward. “It is difficult to predict. There is great deal of enthusiasm among the young entrepreneurs, and there are huge aspirations. Many external investors, who are very good at identifying emerging companies, have put their money. And, one has to wait and see (whether the invested companies would deliver),” Mr. Tata added. Admitting that the valuations of these new companies were sky high, Mr. Tata said this was a global phenomenon. This had been driving the growth of e-commerce start-ups and their valuation. “It (high valuation) is similar to elsewhere,” he said. Irrespective of the valuation, one needed to encourage the youngsters, he added.

Answering a question whether corporate governance was of highest standard among the start-up community, Mr. Tata said governance must ensure that one obeyed the law of the land. The enforcement should be strict, he added. “We are weak on enforcement. There is inequality in enforcement,” he said. Now that the government has made it mandatory for companies to spend two per cent of their profit on corporate social responsibility (CSR) activity, there has been concern whether the money is reaching the rightful beneficiaries. Answering a question on this, Mr. Tata said that CSR should come from within (the corporate) and should not be imposed as a tax. Many non-governmental organizations (NGOs) would get attracted to this money without having proper projects to implement. He said there should be proper guidelines as to where to use this fund.

Mr. Tata, who heads the Tata Trust that controls over 60 per cent of Tata Sons’ equity, said that he had been personally mentoring many companies and people who wanted to help the needy through their CSR funds, be it in providing mid-day meals to the poor or any other charitable work. Speaking of the growing potential of e-commerce, he said, “I feel proud to see a new segment emerging in the country. Young people need to be encouraged and mentored to embrace ethical practices. They deserve a chance to prove themselves shoulder to shoulder with traditional businesses.”

Direction: Read the passage given below carefully and answer the questions that follow.

Batting for e-commerce start-ups in India, Tata Group Chairman Emeritus Ratan Tata, who has personally invested in nearly a dozen start-ups post-retirement, said that young entrepreneurs with high ambitions should be supported and mentored. “E-commerce is the new trend in Indian commerce. I believe that young Indian entrepreneurs need to be encouraged, and there is need to mentor young talent. This segment is emerging and should be supported,” Mr. Tata said while addressing the 107th Annual General Meeting of the Indian Merchants’ Chamber in Mumbai on Thursday.

Stating that he had put his personal money in these ventures and not that of others, he said it was difficult to predict whether these start-ups would emerge successful going forward. “It is difficult to predict. There is great deal of enthusiasm among the young entrepreneurs, and there are huge aspirations. Many external investors, who are very good at identifying emerging companies, have put their money. And, one has to wait and see (whether the invested companies would deliver),” Mr. Tata added. Admitting that the valuations of these new companies were sky high, Mr. Tata said this was a global phenomenon. This had been driving the growth of e-commerce start-ups and their valuation. “It (high valuation) is similar to elsewhere,” he said. Irrespective of the valuation, one needed to encourage the youngsters, he added.

Answering a question whether corporate governance was of highest standard among the start-up community, Mr. Tata said governance must ensure that one obeyed the law of the land. The enforcement should be strict, he added. “We are weak on enforcement. There is inequality in enforcement,” he said. Now that the government has made it mandatory for companies to spend two per cent of their profit on corporate social responsibility (CSR) activity, there has been concern whether the money is reaching the rightful beneficiaries. Answering a question on this, Mr. Tata said that CSR should come from within (the corporate) and should not be imposed as a tax. Many non-governmental organizations (NGOs) would get attracted to this money without having proper projects to implement. He said there should be proper guidelines as to where to use this fund.

Mr. Tata, who heads the Tata Trust that controls over 60 per cent of Tata Sons’ equity, said that he had been personally mentoring many companies and people who wanted to help the needy through their CSR funds, be it in providing mid-day meals to the poor or any other charitable work. Speaking of the growing potential of e-commerce, he said, “I feel proud to see a new segment emerging in the country. Young people need to be encouraged and mentored to embrace ethical practices. They deserve a chance to prove themselves shoulder to shoulder with traditional businesses.”

Direction: Read the passage given below carefully and answer the questions that follow.

Batting for e-commerce start-ups in India, Tata Group Chairman Emeritus Ratan Tata, who has personally invested in nearly a dozen start-ups post-retirement, said that young entrepreneurs with high ambitions should be supported and mentored. “E-commerce is the new trend in Indian commerce. I believe that young Indian entrepreneurs need to be encouraged, and there is need to mentor young talent. This segment is emerging and should be supported,” Mr. Tata said while addressing the 107th Annual General Meeting of the Indian Merchants’ Chamber in Mumbai on Thursday.

Stating that he had put his personal money in these ventures and not that of others, he said it was difficult to predict whether these start-ups would emerge successful going forward. “It is difficult to predict. There is great deal of enthusiasm among the young entrepreneurs, and there are huge aspirations. Many external investors, who are very good at identifying emerging companies, have put their money. And, one has to wait and see (whether the invested companies would deliver),” Mr. Tata added. Admitting that the valuations of these new companies were sky high, Mr. Tata said this was a global phenomenon. This had been driving the growth of e-commerce start-ups and their valuation. “It (high valuation) is similar to elsewhere,” he said. Irrespective of the valuation, one needed to encourage the youngsters, he added.

Answering a question whether corporate governance was of highest standard among the start-up community, Mr. Tata said governance must ensure that one obeyed the law of the land. The enforcement should be strict, he added. “We are weak on enforcement. There is inequality in enforcement,” he said. Now that the government has made it mandatory for companies to spend two per cent of their profit on corporate social responsibility (CSR) activity, there has been concern whether the money is reaching the rightful beneficiaries. Answering a question on this, Mr. Tata said that CSR should come from within (the corporate) and should not be imposed as a tax. Many non-governmental organizations (NGOs) would get attracted to this money without having proper projects to implement. He said there should be proper guidelines as to where to use this fund.

Mr. Tata, who heads the Tata Trust that controls over 60 per cent of Tata Sons’ equity, said that he had been personally mentoring many companies and people who wanted to help the needy through their CSR funds, be it in providing mid-day meals to the poor or any other charitable work. Speaking of the growing potential of e-commerce, he said, “I feel proud to see a new segment emerging in the country. Young people need to be encouraged and mentored to embrace ethical practices. They deserve a chance to prove themselves shoulder to shoulder with traditional businesses.”

Direction: Read the passage given below carefully and answer the questions that follow.

Batting for e-commerce start-ups in India, Tata Group Chairman Emeritus Ratan Tata, who has personally invested in nearly a dozen start-ups post-retirement, said that young entrepreneurs with high ambitions should be supported and mentored. “E-commerce is the new trend in Indian commerce. I believe that young Indian entrepreneurs need to be encouraged, and there is need to mentor young talent. This segment is emerging and should be supported,” Mr. Tata said while addressing the 107th Annual General Meeting of the Indian Merchants’ Chamber in Mumbai on Thursday.

Stating that he had put his personal money in these ventures and not that of others, he said it was difficult to predict whether these start-ups would emerge successful going forward. “It is difficult to predict. There is great deal of enthusiasm among the young entrepreneurs, and there are huge aspirations. Many external investors, who are very good at identifying emerging companies, have put their money. And, one has to wait and see (whether the invested companies would deliver),” Mr. Tata added. Admitting that the valuations of these new companies were sky high, Mr. Tata said this was a global phenomenon. This had been driving the growth of e-commerce start-ups and their valuation. “It (high valuation) is similar to elsewhere,” he said. Irrespective of the valuation, one needed to encourage the youngsters, he added.

Answering a question whether corporate governance was of highest standard among the start-up community, Mr. Tata said governance must ensure that one obeyed the law of the land. The enforcement should be strict, he added. “We are weak on enforcement. There is inequality in enforcement,” he said. Now that the government has made it mandatory for companies to spend two per cent of their profit on corporate social responsibility (CSR) activity, there has been concern whether the money is reaching the rightful beneficiaries. Answering a question on this, Mr. Tata said that CSR should come from within (the corporate) and should not be imposed as a tax. Many non-governmental organizations (NGOs) would get attracted to this money without having proper projects to implement. He said there should be proper guidelines as to where to use this fund.

Mr. Tata, who heads the Tata Trust that controls over 60 per cent of Tata Sons’ equity, said that he had been personally mentoring many companies and people who wanted to help the needy through their CSR funds, be it in providing mid-day meals to the poor or any other charitable work. Speaking of the growing potential of e-commerce, he said, “I feel proud to see a new segment emerging in the country. Young people need to be encouraged and mentored to embrace ethical practices. They deserve a chance to prove themselves shoulder to shoulder with traditional businesses.”

Sixty-four students got a job offer on the first day of the placement drive conducted at the Indian School of Management (ISM), Pune for three specializations - Finance, Operations, and Marketing. Students from each specialization were offered three types of roles: consultants, managers, and analysts, with at least one from each of the three types in each specialization. No student got more than one job offer. No two specializations have the same number of students placed.

The following information is also known about the placements.

1) The number of students who are offered the role of manager in the Marketing and Finance specializations are equal, while the number of students who got offers for the role of manager in the Operations function is two-thirds of the number of students who got the offer for the role of manager in the Finance function.

2) The number of students who got offers for the role of consultant in the Marketing function is more than the number of students who got offers for the role of consultant in the Operations function. The number of students who got offers for the role of a consultant in the Operations specialization is the average of the number of students who got offers for the role of consultant in the other two specializations.

3) 60% of the Analysts are in the Marketing function and 20% are in the Finance function.

4) The total number of managers and analysts are consecutive natural numbers whose sum is a perfect square.

Sixty-four students got a job offer on the first day of the placement drive conducted at the Indian School of Management (ISM), Pune for three specializations - Finance, Operations, and Marketing. Students from each specialization were offered three types of roles: consultants, managers, and analysts, with at least one from each of the three types in each specialization. No student got more than one job offer. No two specializations have the same number of students placed.

The following information is also known about the placements.

1) The number of students who are offered the role of manager in the Marketing and Finance specializations are equal, while the number of students who got offers for the role of manager in the Operations function is two-thirds of the number of students who got the offer for the role of manager in the Finance function.

2) The number of students who got offers for the role of consultant in the Marketing function is more than the number of students who got offers for the role of consultant in the Operations function. The number of students who got offers for the role of a consultant in the Operations specialization is the average of the number of students who got offers for the role of consultant in the other two specializations.

3) 60% of the Analysts are in the Marketing function and 20% are in the Finance function.

4) The total number of managers and analysts are consecutive natural numbers whose sum is a perfect square.

Sixty-four students got a job offer on the first day of the placement drive conducted at the Indian School of Management (ISM), Pune for three specializations - Finance, Operations, and Marketing. Students from each specialization were offered three types of roles: consultants, managers, and analysts, with at least one from each of the three types in each specialization. No student got more than one job offer. No two specializations have the same number of students placed.

The following information is also known about the placements.

1) The number of students who are offered the role of manager in the Marketing and Finance specializations are equal, while the number of students who got offers for the role of manager in the Operations function is two-thirds of the number of students who got the offer for the role of manager in the Finance function.

2) The number of students who got offers for the role of consultant in the Marketing function is more than the number of students who got offers for the role of consultant in the Operations function. The number of students who got offers for the role of a consultant in the Operations specialization is the average of the number of students who got offers for the role of consultant in the other two specializations.

3) 60% of the Analysts are in the Marketing function and 20% are in the Finance function.

4) The total number of managers and analysts are consecutive natural numbers whose sum is a perfect square.

Sixty-four students got a job offer on the first day of the placement drive conducted at the Indian School of Management (ISM), Pune for three specializations - Finance, Operations, and Marketing. Students from each specialization were offered three types of roles: consultants, managers, and analysts, with at least one from each of the three types in each specialization. No student got more than one job offer. No two specializations have the same number of students placed.

The following information is also known about the placements.

1) The number of students who are offered the role of manager in the Marketing and Finance specializations are equal, while the number of students who got offers for the role of manager in the Operations function is two-thirds of the number of students who got the offer for the role of manager in the Finance function.

2) The number of students who got offers for the role of consultant in the Marketing function is more than the number of students who got offers for the role of consultant in the Operations function. The number of students who got offers for the role of a consultant in the Operations specialization is the average of the number of students who got offers for the role of consultant in the other two specializations.

3) 60% of the Analysts are in the Marketing function and 20% are in the Finance function.

4) The total number of managers and analysts are consecutive natural numbers whose sum is a perfect square.