MBA Entrance Exam Question Bank CD Free Download

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Can you provide me previous year question paper for TANCET (Tamil Nadu Common Entrance Test) for admission in MBA Program as I need it for reparation of the exam?

[sumit]

The previous year question paper for TANCET (Tamil Nadu Common Entrance Test) for admission in MBA Program is as follows:

SECTION - I
ANALYSIS OF BUSINESS
SITUATIONS
TANCET 2
MBA
Directions:
This section comprises two passages. After each passage questions consisting of items relating to the preceding passage are given. Evaluate each item separately in terms of the respective passage and choose your answer

PASSAGE I (QUESTIONS 1 - 20)
FSL was a food manufacturing company established in 1945. Until 1995 its major products consisted of tomato specialties such as pickles and barbecue sauces. Its consumer products business accounted for 40% of sales; the balance consisted of sales to restaurants, hospitals and armed forces. The company has advertised for restaurant, hospital market but never for household consumers.
In 1995, the company introduced products meant for consumer market. The line was composed of a number of dishes. Each package contained all of the necessary ingredients (except meat) including seasoned tomato sauce, cheese and noodles.
Jagdish, son of the company's president, had conceived the idea for the line of products. Jagdishs enthusiasm for the product was quickly picked up by other executives. The financial expert wanted expansion would enable the company to solve a number of financial problems associated with its inability to attract outside capital.
Many meetings were held through the summer. The original thinking of the committee was that the product line should be introduced at the beginning of the food merchandising season, which started on about October
1. This deadline however, subsequently proved to be unrealistic. Production of the first items in the line did not get underway until September 30 and packaging difficulties prohibited introducing product before mid-December.
In July the problems involved in the product introduction were not foremost in the planner's thoughts.
Many hours were spent on discussing the name of the product. Finally, the name Vegetable Scotch was adopted but without enthusiasm from the president's son who believed that a name did not express the gourmet image that he thought the name should express. With the exception of the name this man directed most of the decisions related to the marketing program. From the beginning he argued that there were already plenty of middle class products on the grocer's shelves. What was needed, he believed, was a prestige-even a "gourmet'- line. The popularity of expensive restaurants in cities convinced young manager of the opportunity to market these food specialties.
Early in the planning it was decided to limit distribution to the regional markets in which this company had previously established its reputation. National distribution would be undertaken from the beginning. It was planned that preparation would be marketed in all major food chain and headquarters would be made by food brokers handling such products rather than brokers used to handling goods.
For the first time in its experience, FSL planned to undertake an extensive consumer advertising programme. A small advertising agency in Delhi with slight experience in handling food products was appointed. However by the time the agency has bee selected and oriented to the marketing programme, the time remaining before the scheduled introduction did not allow for the preparation of advertisements or sponsored programmes on TV. In order to break into the consumer market at the time of product introduction on October 1st a consumer - advertising programme using newspaper, television commercials and radio was prepared. Except for the product introduction period, however, relatively little thought was given in planning sessions to the total amount money required to support the product with consumer advertising.
A number of circumstances combined to prevent the introduction in October as originally planned. No one has taken personal responsibility for package design and production was held up for three weeks while the company waited for supplies of packaging materials. FSL was forced to move very rapidly to obtain a package, but the result was neither very well designed nor attractive from a promotional point of view.
Time was short, however, and there was no choice but to use this package or abandon the project for the present season and possibly altogether, depending upon competitive conditions.
A hastily put together advertising campaign was introduced in November. However, advertising cost had been gratly under estimated, that the intensity of the campaign was much lower than the manager had anticipated, even with the limited budget. As a result, most of the budget was allocated to newspapers and radio.
Moreover problem of writing of the script of the TV commercial delayed broadcasting until the beginning of December Newspaper advertisements and Radio commercials did commence as planned.
The new product was finally launched in mid-December. However, by February, two major competitors began marketing similar products. Shortly thereafter the company to determine whether the product made a favourable impression sponsored a market research survey on housewives. The result of the survey was negative. Only twenty two percent of the housewives interviewed could recall the name and those only twelve percent had tried the product. Consumer evaluation of the product was for the first time, only four percent stated that they would but again.
Another indication that worried the company's management was that few major food chains showed interest. By midyear product sales were so poor that management established a special committee to determine without delay what immediate steps might be taken to reverse the poor sales record.

1. Possibility of using existing production facilities in manufacturing new products.
(a) A Major Objective in making the decision: one of the goals sought by the decision.
(b) A Major Factor in making the decision: an aspect of the problem, specifically mentioned in the passage that fundamentally affects and / or determines the decision.
(c) A Minor Factor in making the decision: a less important element bearing on or affecting a
Major factor, rather than a Major objective directly.
(d) A Major Assumption in making the decision: a projection or supposition arrived at by the decision maker before considering the factors and alternatives.
(e) An Unimportant issue in making the decision: an item lacking significant impact on, or relationship to, the decision.
2. Likelihood of achieving wide consumer acceptance of the new products.
(a) A Major Objective in making the decision: one of the goals sought by the decision.
(b) A Major Factor in making the decision: an aspect of the problem, specifically mentioned in the passage that fundamentally affects and / or determines the decision.
(c) A Minor Factor in making the decision: a less important element bearing on or affecting a
Major factor, rather than a Major objective directly.
(d) A Major Assumption in making the decision: a projection or supposition arrived at by the decision maker before considering the factors and alternatives.
(e) An Unimportant issue in making the decision: an item lacking significant impact on, or relationship to, the decision