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APGenco Interview Questions
Questions Answers Views Company eMail

define IDMT relay?

15 82025

area under P-V diagram indiacates what?

10 7675

Cornot cycle efficiency increase with

5 4006

function of fly wheel

15 9059

How many marks allocated to Aptitude test and for remaining quetions

1002

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Un-Answered Questions

How can I dynamically allocate arrays?

9


1.) How would you describe yourself?

1850


Explain the purpose of storyboard.targetproperty.

9


What is angular 4? What’s new in angular 4?

8


What is warping?

11






How many test cases you have automated per day?

9


6. NEED OF ONGOING MANAGEMENT CYCLE( Case Study ) Sidney Greenburg was appointed the position of the director of marketing for a small electronics component manufacturer. The company had its revenues growing at the rate of 20% each year and in 1982, they were at 30 million level The president felt that the growth of the company required serious planning efforts to determining strategies product emphasis and new product development. Mr. Greenburg realising the need to develop the marketing plan developed a suggested format to obtain inputs from his regional sales managers. The format to obtain divided into two parts (a) territory brief for established status of sales activities and (b) territory plan asked for identification of key goals, strategy & resources required to accomplish stated goals. Sales forecast by products was requested for 3 plan Yrs. Tom Rosenfield was the marketing manager for Europe He was previously in the engineering department & was assigned to Europe because of his technical& Foreign language capabilities. He replied to Mr.Greenburg as follows: “While I will complete the forms on the country brief& country plan promptly I have some conceptual problems with them time& time again we have been requested for projected figures I remember putting together a presentation for the Executive Vice-President (VP) & Treasurer last year. Great we educated those guys but what are the results of such formality? The projections have not yielded specific results, resources are used at a minimal level & we are not generating needed sales. So it is my contention that while goals projections& forecasts provide immeasurable guidance for a company with stable sales & developed product lines, for us a fledglings (young) industry, they distract from the job at hand. My plan has always been to hit the market- as hard I am able & I believe this should hold true for all other regional managers. We have large amounts of resources held up in ineffective’ marketing planning efforts such as these need to redirect these efforts to self rather than compile data. We need more people beating the pavement (action) rater than sitting on their desks developing plans& strategies (contemplation) Sell, sell, sell. Get the backing as big as possible. Planning is wasteful. Let us concentrate on aggressive sales & optimize sales volume at any cost. A. What has Mr.Greenburg not done to accomplish his planning tasks? B. Is Mr.Rosenfield right in making his comments in response to Mr. Greenburg’s request? C. Is Mr. Rosenfleld performing his management function. D. What would you do if you were Mr.Rosenfleld’s boss?

1769


will u pls suggest me which books should i prepare for group 2. and where will i get that books. pls pls

1087


what exactly the role of recovery log?

26


What is the purpose of departmental classification?

11


How to integrate the qualitycenter with qtp

1189


Explain the functionality of T3 associated with WebLogic server?

23


What should an advertiser use to organize ad groups?

1


What is the meaning of term “flavor” in openstack?

1


Mention some important events in abap programming.

7