PREVIOUS YEAR SOLVED PAPERS - June 2019
82. Match List-I with List-II:
| List-I | List-II |
| (a) Fiscal, monetary and industrial policies | (i) Social responsibilities |
| (b) Social obligation towards several stakeholders | (ii) Stakeholders/interest group |
| (c) Consumers, shareholders, suppliers, creditors etc. | (iii) Business ethics |
| (d) Moral principles that defines the right or wrong policies | (iv) Economic |
Codes
| (a) | (b) | (c) | (d) | |
| 1 | (iii) | (i) | (iv) | (ii) |
| 2 | (i) | (ii) | (iv) | (iii) |
| 3 | (ii) | (iv) | (iii) | (i) |
| 4 | (iv) | (i) | (ii) | (iii) |
83. Capital structure and leverage decisions come in the ambit of:
- Option : C
- Explanation : The concern of the financing decision is with the financing-mix or capital structure or leverage. The term capital structure refers to the proportion of debt (fixed-interest sources of financing) and equity capital (variable-dividend securities/source of funds). The financing decision of a firm relates to the choice of the proportion of these sources to finance the investment requirements. There are two aspects of the financing decision. First, the theory of capital structure which shows the theoretical relationship between the employment of debt and the return to the shareholders. The use of debt implies a higher return to the shareholders as also the financial risk. A proper balance between debt and equity to ensure a trade-off between risk and return to the shareholders is necessary. A capital structure with a reasonable proportion of debt and equity capital is called the optimum capital structure. Thus, one dimension of the financing decision whether there is an optimum capital structure and in what proportion should funds be raised to maximise the return to the shareholders? The second aspect of the financing decision is the determination of an appropriate capital structure, given the facts of a particular case. Thus, the financing decision covers two interrelated aspects: (1) the capital structure theory, and (2) the capital structure decision.
84. Match List-I with List-II:
| List-I | List-II |
| (a) Sec 6(i) | (i) Agriculture Income |
| (b) Sec 10AA | (ii) Leave Travel Concession |
| (c) Sec 10(i) | (iii) Resident |
| (d) Sec 10(5) | (iv) Leave Salary |
Codes
| (a) | (b) | (c) | (d) | |
| 1 | (i) | (iv) | (iii) | (ii) |
| 2 | (iii) | (iv) | (ii) | (i) |
| 3 | (iii) | (ii) | (iv) | (i) |
| 4 | (iii) | (iv) | (i) | (ii) |
85. The channel alternative is NOT to be assessed on the basis of:
- Option : D
- Explanation : Major Channel Alternatives: Companies can choose from a wide variety of channels for reaching customers - from sales forces to agents, distributors, dealers, direct mail, etc. Most companies now use a mix of channels where each channel reaches a different segment of buyers and delivers the right products to each at the least cost.
Evaluation of the Channel Alternatives:
Each channel alternative can be evaluated against the following criteria:
(i) Economic Criteria: Each alternative channel design will result in different levels of sales and cost as shown in Figure.
For level of sales below X1 (as shown in the figure above) provider’s sales agency will have economic advantage over their own sales force. But when the level of sales increases above the level X1, the company’s sales force will be more economical.
(ii) Control and Adaptive Criteria: The channel alternatives are evaluated in terms of companies having better
