This is the Vocab24 daily quiz of 18 September 2025, the same 30 questions the app served that day, on the day's vocabulary and editorial. One mark for a right answer, minus 0.25 for a wrong one; the explanation opens as soon as you tap.
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Exploitation
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Anonymity
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Sovereign
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Illicit
Out of the given alternatives select the word opposite in meaning to the given word.
Inspection
Out of the given alternatives select the word opposite in meaning to the given word.
Coordination
Out of the given alternatives select the word opposite in meaning to the given word.
Remnants
Out of the given alternatives select the word opposite in meaning to the given word.
Ensuring
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
Supreme power or authority.
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
Not legally permitted or authorized.
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
To look at something closely or in great detail
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
A part or quantity that is left after the greater part has been used, removed, or destroyed.
A statement with one blank is given below. Choose the set of words from the given options which can be used to fill the given blank.
Reshma ____ making kite before 6 months.
Explanation: This question tests your understanding of verb tenses, specifically the past continuous tense. <br><br> The past continuous tense is used to describe actions that were in progress at a specific time in the past. The sentence indicates an action (making a kite) that happened before a point in the past (6 months ago). <br><br> The structure of the past continuous is 'was/were + verb + ing'. Since Reshma is singular, we use 'was'.<br><br> Therefore, 'Reshma was making a kite before 6 months' is grammatically correct and conveys the intended meaning. <br><br> Why other options are incorrect: <br><br> B. what: 'What' is an interrogative pronoun used to ask questions. It doesn't fit the context of a declarative sentence. <br><br> C. why: 'Why' is an adverb used to ask for reasons or causes. It's not appropriate in this context. <br><br> D. will: 'Will' is an auxiliary verb used to form the future tense. The sentence refers to a past action, so the future tense is inappropriate.
A statement with one blank is given below. Choose the set of words from the given options which can be used to fill the given blank.
I ____ always capital.
Explanation: The letter 'I' continues to be capitalized because it is the only single-letter pronoun. 'I' is singular and 'is' will be followed. Hence the sentence is 'I is always capital'.
A statement with one blank is given below. Choose the set of words from the given options which can be used to fill the given blank.
You need to write your mobile number, while home address is ____
Explanation: 'Optional' is an adjective which means available to be chosen but not obligatory. Hence 'optional' is the correct answer.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
The teacher warned the student once for all that no mischief shall be tolerated in the class.
Explanation: once for all: now and for the last time; finally.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
I hope it will not put you out If I am late.
Explanation: Put you out: to annoy or upset someone, often by what you do or say to them.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
Govind has left his country for good.
Explanation: for good: permanently.
Out of given alternatives select the word which is correctly spelt.
Choose the Correct Spelling.
Out of given alternatives select the word which is correctly spelt.
Choose the Correct Spelling.
Out of given alternatives select the word which is correctly spelt.
Choose the Correct Spelling.
Out of given alternatives select the word which is correctly spelt.
Choose the Correct Spelling.
Which of phrases given below each sentence should replace the phrase printed in bold type to make the grammatically correct? If the sentence is correct as it is, mark 'd' as the answer.
(a) Had I come/ (b) to know about/ (c) his difficulties I would have certainly helped. (d) No error.
Explanation: No error
Which of phrases given below each sentence should replace the phrase printed in bold type to make the grammatically correct? If the sentence is correct as it is, mark 'd' as the answer.
(a) Our laxity in duty/ (b) increases with our/ (c) aversion for work./ (d) No error.
Explanation: aversion to
Which of phrases given below each sentence should replace the phrase printed in bold type to make the grammatically correct? If the sentence is correct as it is, mark 'd' as the answer.
(a) The trust plans/ (b) to set on/ (c) a special school for dumb and deaf children./ (d) No error.
Explanation: set up
Directions: Read the following passage carefully and answer the questions given below it. Certain words/phrases have been given in bold to help you locate them while answering some of the questions. <br><br> Manufacturers of consumer packaged goods (CPG) face two key challenges this year. The first is continued slow or negative growth in people's disposable incomes. The second is changing consumer attitudes toward products and brands, as the great fragmentation of consumer markets takes another turn. In response, companies must dramatically shift the route they take to reach consumers in terms of both product distribution and communications. In many markets, consumer wages have been static for five years. Even where economies are starting to perform better, the squeeze on after-tax wages, especially for the middle class, younger people, and families, is depressing consumer spending. Although growth in developing countries is still better than in the United States and Europe, a slowdown in emerging countries such as China - where many companies had hoped for higher sales - has translated quickly into lower-thanexpected consumer spending growth. We expect continued weakness in consumer disposable income regardless of which way macro GNP uncertainties break. <br><br> Meanwhile, what we call the great fragmentation is manifested in consumer behavior and market response. In both developed and emerging markets, there is a wider variety among consumers now than at any time in the recent past. Growth is evident both at the top of the market (where more consumers are spending for higher-quality food and other packaged goods) and at the lower end (where an increasing number of consumers are concentrating on value). But the traditional middle of the market is shrinking. <br><br> Further, individual consumer behavior is more pluralistic. We're used to seeing, for example, spirits buyers purchasing a premium brand in a bar, a less-costly label at home for personal consumption, and yet another when entertaining guests. But this type of variegated shopping has now spread to the grocery basket. Fewer consumers are making one big stocking-up trip each week. Instead, shoppers are visiting a premium store and a discounter as well as a supermarket, in multiple weekly stops - in addition to making frequent purchases online. In the recession, more shoppers became inclined to spend time hunting for bargains, and as some traditional retailers either went out of business or shuttered down, retail space was freed up and was often filled by convenience stores, specialty shops, and discounters. <br><br> A decade ago, CPG companies had only a handful of sales channels to consider: supermarkets, convenience stores, hypermarkets in advanced economies, and traditional small and large retailers in emerging and developed countries. Since then, various discounters have made significant inroads, including no frills, low variety outlets, such as Europe's Aldi and Lidl, which sell a limited range of private-label grocery items in smaller stores, and massive warehouse clubs, such as Costco and Sam's Club, which initially operated solely in the U.S. but are now expanding internationally, as well as Makro in Europe. In addition, dollar stores, specialized retailers, and online merchants are having an impact on the CPG landscape. Economizing consumers have been pleasantly surprised by the savings generated by spreading their business among multiple channels, as well as by the variety and product quality they find. The result has been greater demand for more products and brands, with different sizes, packaging, and sales methods. At most CPG companies, SKUs are proliferating, despite there being little increase in overall consumption. A better outcome can be seen at smaller food and beverage suppliers, which are benefiting from consumer demand for variety and authenticity. A recent Strategy& report found that in the U.S., small manufacturers (with revenues of less than US$1 billion) grew at twice the compound annual rate of large manufacturers (with revenues of more than $3 billion) between 2009 and 2012. <br><br> Consumers' media usage has also fragmented with the rise of digital content and the proliferation of online devices. Each channel - from the Web, mobile, and social sites to radio, TV, and print - has its own requirements, audience appeal, and economics, needing specialized attention. But at the same time, media campaigns need to be closely coordinated for effective consumer messaging. <br><br> Collectively, these shifts challenge the way CPG companies manage their brand and business portfolios, and call for a rethinking of their go-to-market approach, with an emphasis on analytics. Our work with INSEAD shows that among business leaders, applying analytics - especially for tracking consumer behavior and product and promotional performance - is considered one of the most effective ways to improve results and outpace the competition. But it's not just about insight; it's also about using the insight wisely to determine how to manage costs. The more knowledgeable about customer needs and preferences a company is, the smarter and more focused it must be in managing its own economics to cost-effectively deliver both variety and value to the squeezed consumer.
The central theme of the given passage is ________.
Directions: Read the following passage carefully and answer the questions given below it. Certain words/phrases have been given in bold to help you locate them while answering some of the questions. <br><br> Manufacturers of consumer packaged goods (CPG) face two key challenges this year. The first is continued slow or negative growth in people's disposable incomes. The second is changing consumer attitudes toward products and brands, as the great fragmentation of consumer markets takes another turn. In response, companies must dramatically shift the route they take to reach consumers in terms of both product distribution and communications. In many markets, consumer wages have been static for five years. Even where economies are starting to perform better, the squeeze on after-tax wages, especially for the middle class, younger people, and families, is depressing consumer spending. Although growth in developing countries is still better than in the United States and Europe, a slowdown in emerging countries such as China - where many companies had hoped for higher sales - has translated quickly into lower-thanexpected consumer spending growth. We expect continued weakness in consumer disposable income regardless of which way macro GNP uncertainties break. <br><br> Meanwhile, what we call the great fragmentation is manifested in consumer behavior and market response. In both developed and emerging markets, there is a wider variety among consumers now than at any time in the recent past. Growth is evident both at the top of the market (where more consumers are spending for higher-quality food and other packaged goods) and at the lower end (where an increasing number of consumers are concentrating on value). But the traditional middle of the market is shrinking. <br><br> Further, individual consumer behavior is more pluralistic. We're used to seeing, for example, spirits buyers purchasing a premium brand in a bar, a less-costly label at home for personal consumption, and yet another when entertaining guests. But this type of variegated shopping has now spread to the grocery basket. Fewer consumers are making one big stocking-up trip each week. Instead, shoppers are visiting a premium store and a discounter as well as a supermarket, in multiple weekly stops - in addition to making frequent purchases online. In the recession, more shoppers became inclined to spend time hunting for bargains, and as some traditional retailers either went out of business or shuttered down, retail space was freed up and was often filled by convenience stores, specialty shops, and discounters. <br><br> A decade ago, CPG companies had only a handful of sales channels to consider: supermarkets, convenience stores, hypermarkets in advanced economies, and traditional small and large retailers in emerging and developed countries. Since then, various discounters have made significant inroads, including no frills, low variety outlets, such as Europe's Aldi and Lidl, which sell a limited range of private-label grocery items in smaller stores, and massive warehouse clubs, such as Costco and Sam's Club, which initially operated solely in the U.S. but are now expanding internationally, as well as Makro in Europe. In addition, dollar stores, specialized retailers, and online merchants are having an impact on the CPG landscape. Economizing consumers have been pleasantly surprised by the savings generated by spreading their business among multiple channels, as well as by the variety and product quality they find. The result has been greater demand for more products and brands, with different sizes, packaging, and sales methods. At most CPG companies, SKUs are proliferating, despite there being little increase in overall consumption. A better outcome can be seen at smaller food and beverage suppliers, which are benefiting from consumer demand for variety and authenticity. A recent Strategy& report found that in the U.S., small manufacturers (with revenues of less than US$1 billion) grew at twice the compound annual rate of large manufacturers (with revenues of more than $3 billion) between 2009 and 2012. <br><br> Consumers' media usage has also fragmented with the rise of digital content and the proliferation of online devices. Each channel - from the Web, mobile, and social sites to radio, TV, and print - has its own requirements, audience appeal, and economics, needing specialized attention. But at the same time, media campaigns need to be closely coordinated for effective consumer messaging. <br><br> Collectively, these shifts challenge the way CPG companies manage their brand and business portfolios, and call for a rethinking of their go-to-market approach, with an emphasis on analytics. Our work with INSEAD shows that among business leaders, applying analytics - especially for tracking consumer behavior and product and promotional performance - is considered one of the most effective ways to improve results and outpace the competition. But it's not just about insight; it's also about using the insight wisely to determine how to manage costs. The more knowledgeable about customer needs and preferences a company is, the smarter and more focused it must be in managing its own economics to cost-effectively deliver both variety and value to the squeezed consumer.
In the context of the passage, which of the following brands existed otherwise but is now manifested in buying groceries as well?
Directions: Read the following passage carefully and answer the questions given below it. Certain words/phrases have been given in bold to help you locate them while answering some of the questions. <br><br> Manufacturers of consumer packaged goods (CPG) face two key challenges this year. The first is continued slow or negative growth in people's disposable incomes. The second is changing consumer attitudes toward products and brands, as the great fragmentation of consumer markets takes another turn. In response, companies must dramatically shift the route they take to reach consumers in terms of both product distribution and communications. In many markets, consumer wages have been static for five years. Even where economies are starting to perform better, the squeeze on after-tax wages, especially for the middle class, younger people, and families, is depressing consumer spending. Although growth in developing countries is still better than in the United States and Europe, a slowdown in emerging countries such as China - where many companies had hoped for higher sales - has translated quickly into lower-thanexpected consumer spending growth. We expect continued weakness in consumer disposable income regardless of which way macro GNP uncertainties break. <br><br> Meanwhile, what we call the great fragmentation is manifested in consumer behavior and market response. In both developed and emerging markets, there is a wider variety among consumers now than at any time in the recent past. Growth is evident both at the top of the market (where more consumers are spending for higher-quality food and other packaged goods) and at the lower end (where an increasing number of consumers are concentrating on value). But the traditional middle of the market is shrinking. <br><br> Further, individual consumer behavior is more pluralistic. We're used to seeing, for example, spirits buyers purchasing a premium brand in a bar, a less-costly label at home for personal consumption, and yet another when entertaining guests. But this type of variegated shopping has now spread to the grocery basket. Fewer consumers are making one big stocking-up trip each week. Instead, shoppers are visiting a premium store and a discounter as well as a supermarket, in multiple weekly stops - in addition to making frequent purchases online. In the recession, more shoppers became inclined to spend time hunting for bargains, and as some traditional retailers either went out of business or shuttered down, retail space was freed up and was often filled by convenience stores, specialty shops, and discounters. <br><br> A decade ago, CPG companies had only a handful of sales channels to consider: supermarkets, convenience stores, hypermarkets in advanced economies, and traditional small and large retailers in emerging and developed countries. Since then, various discounters have made significant inroads, including no frills, low variety outlets, such as Europe's Aldi and Lidl, which sell a limited range of private-label grocery items in smaller stores, and massive warehouse clubs, such as Costco and Sam's Club, which initially operated solely in the U.S. but are now expanding internationally, as well as Makro in Europe. In addition, dollar stores, specialized retailers, and online merchants are having an impact on the CPG landscape. Economizing consumers have been pleasantly surprised by the savings generated by spreading their business among multiple channels, as well as by the variety and product quality they find. The result has been greater demand for more products and brands, with different sizes, packaging, and sales methods. At most CPG companies, SKUs are proliferating, despite there being little increase in overall consumption. A better outcome can be seen at smaller food and beverage suppliers, which are benefiting from consumer demand for variety and authenticity. A recent Strategy& report found that in the U.S., small manufacturers (with revenues of less than US$1 billion) grew at twice the compound annual rate of large manufacturers (with revenues of more than $3 billion) between 2009 and 2012. <br><br> Consumers' media usage has also fragmented with the rise of digital content and the proliferation of online devices. Each channel - from the Web, mobile, and social sites to radio, TV, and print - has its own requirements, audience appeal, and economics, needing specialized attention. But at the same time, media campaigns need to be closely coordinated for effective consumer messaging. <br><br> Collectively, these shifts challenge the way CPG companies manage their brand and business portfolios, and call for a rethinking of their go-to-market approach, with an emphasis on analytics. Our work with INSEAD shows that among business leaders, applying analytics - especially for tracking consumer behavior and product and promotional performance - is considered one of the most effective ways to improve results and outpace the competition. But it's not just about insight; it's also about using the insight wisely to determine how to manage costs. The more knowledgeable about customer needs and preferences a company is, the smarter and more focused it must be in managing its own economics to cost-effectively deliver both variety and value to the squeezed consumer.
Which of the following is most nearly the OPPOSITE in meaning to the word 'DEPRESSING' as used in the passage?
Directions: Read the following passage carefully and answer the questions given below it. Certain words/phrases have been given in bold to help you locate them while answering some of the questions. <br><br> Manufacturers of consumer packaged goods (CPG) face two key challenges this year. The first is continued slow or negative growth in people's disposable incomes. The second is changing consumer attitudes toward products and brands, as the great fragmentation of consumer markets takes another turn. In response, companies must dramatically shift the route they take to reach consumers in terms of both product distribution and communications. In many markets, consumer wages have been static for five years. Even where economies are starting to perform better, the squeeze on after-tax wages, especially for the middle class, younger people, and families, is depressing consumer spending. Although growth in developing countries is still better than in the United States and Europe, a slowdown in emerging countries such as China - where many companies had hoped for higher sales - has translated quickly into lower-thanexpected consumer spending growth. We expect continued weakness in consumer disposable income regardless of which way macro GNP uncertainties break. <br><br> Meanwhile, what we call the great fragmentation is manifested in consumer behavior and market response. In both developed and emerging markets, there is a wider variety among consumers now than at any time in the recent past. Growth is evident both at the top of the market (where more consumers are spending for higher-quality food and other packaged goods) and at the lower end (where an increasing number of consumers are concentrating on value). But the traditional middle of the market is shrinking. <br><br> Further, individual consumer behavior is more pluralistic. We're used to seeing, for example, spirits buyers purchasing a premium brand in a bar, a less-costly label at home for personal consumption, and yet another when entertaining guests. But this type of variegated shopping has now spread to the grocery basket. Fewer consumers are making one big stocking-up trip each week. Instead, shoppers are visiting a premium store and a discounter as well as a supermarket, in multiple weekly stops - in addition to making frequent purchases online. In the recession, more shoppers became inclined to spend time hunting for bargains, and as some traditional retailers either went out of business or shuttered down, retail space was freed up and was often filled by convenience stores, specialty shops, and discounters. <br><br> A decade ago, CPG companies had only a handful of sales channels to consider: supermarkets, convenience stores, hypermarkets in advanced economies, and traditional small and large retailers in emerging and developed countries. Since then, various discounters have made significant inroads, including no frills, low variety outlets, such as Europe's Aldi and Lidl, which sell a limited range of private-label grocery items in smaller stores, and massive warehouse clubs, such as Costco and Sam's Club, which initially operated solely in the U.S. but are now expanding internationally, as well as Makro in Europe. In addition, dollar stores, specialized retailers, and online merchants are having an impact on the CPG landscape. Economizing consumers have been pleasantly surprised by the savings generated by spreading their business among multiple channels, as well as by the variety and product quality they find. The result has been greater demand for more products and brands, with different sizes, packaging, and sales methods. At most CPG companies, SKUs are proliferating, despite there being little increase in overall consumption. A better outcome can be seen at smaller food and beverage suppliers, which are benefiting from consumer demand for variety and authenticity. A recent Strategy& report found that in the U.S., small manufacturers (with revenues of less than US$1 billion) grew at twice the compound annual rate of large manufacturers (with revenues of more than $3 billion) between 2009 and 2012. <br><br> Consumers' media usage has also fragmented with the rise of digital content and the proliferation of online devices. Each channel - from the Web, mobile, and social sites to radio, TV, and print - has its own requirements, audience appeal, and economics, needing specialized attention. But at the same time, media campaigns need to be closely coordinated for effective consumer messaging. <br><br> Collectively, these shifts challenge the way CPG companies manage their brand and business portfolios, and call for a rethinking of their go-to-market approach, with an emphasis on analytics. Our work with INSEAD shows that among business leaders, applying analytics - especially for tracking consumer behavior and product and promotional performance - is considered one of the most effective ways to improve results and outpace the competition. But it's not just about insight; it's also about using the insight wisely to determine how to manage costs. The more knowledgeable about customer needs and preferences a company is, the smarter and more focused it must be in managing its own economics to cost-effectively deliver both variety and value to the squeezed consumer.
As mentioned in the passage. CPG companies may have to reassess their present strategies of operating to ___________.<br> i. Retain their customers. <br> ii. keep pace with changing consumer preference as they have access to multiple media channels. <br> iii. make more cost-effective decisions
Directions: Read the following passage carefully and answer the questions given below it. Certain words/phrases have been given in bold to help you locate them while answering some of the questions. <br><br> Manufacturers of consumer packaged goods (CPG) face two key challenges this year. The first is continued slow or negative growth in people's disposable incomes. The second is changing consumer attitudes toward products and brands, as the great fragmentation of consumer markets takes another turn. In response, companies must dramatically shift the route they take to reach consumers in terms of both product distribution and communications. In many markets, consumer wages have been static for five years. Even where economies are starting to perform better, the squeeze on after-tax wages, especially for the middle class, younger people, and families, is depressing consumer spending. Although growth in developing countries is still better than in the United States and Europe, a slowdown in emerging countries such as China - where many companies had hoped for higher sales - has translated quickly into lower-thanexpected consumer spending growth. We expect continued weakness in consumer disposable income regardless of which way macro GNP uncertainties break. <br><br> Meanwhile, what we call the great fragmentation is manifested in consumer behavior and market response. In both developed and emerging markets, there is a wider variety among consumers now than at any time in the recent past. Growth is evident both at the top of the market (where more consumers are spending for higher-quality food and other packaged goods) and at the lower end (where an increasing number of consumers are concentrating on value). But the traditional middle of the market is shrinking. <br><br> Further, individual consumer behavior is more pluralistic. We're used to seeing, for example, spirits buyers purchasing a premium brand in a bar, a less-costly label at home for personal consumption, and yet another when entertaining guests. But this type of variegated shopping has now spread to the grocery basket. Fewer consumers are making one big stocking-up trip each week. Instead, shoppers are visiting a premium store and a discounter as well as a supermarket, in multiple weekly stops - in addition to making frequent purchases online. In the recession, more shoppers became inclined to spend time hunting for bargains, and as some traditional retailers either went out of business or shuttered down, retail space was freed up and was often filled by convenience stores, specialty shops, and discounters. <br><br> A decade ago, CPG companies had only a handful of sales channels to consider: supermarkets, convenience stores, hypermarkets in advanced economies, and traditional small and large retailers in emerging and developed countries. Since then, various discounters have made significant inroads, including no frills, low variety outlets, such as Europe's Aldi and Lidl, which sell a limited range of private-label grocery items in smaller stores, and massive warehouse clubs, such as Costco and Sam's Club, which initially operated solely in the U.S. but are now expanding internationally, as well as Makro in Europe. In addition, dollar stores, specialized retailers, and online merchants are having an impact on the CPG landscape. Economizing consumers have been pleasantly surprised by the savings generated by spreading their business among multiple channels, as well as by the variety and product quality they find. The result has been greater demand for more products and brands, with different sizes, packaging, and sales methods. At most CPG companies, SKUs are proliferating, despite there being little increase in overall consumption. A better outcome can be seen at smaller food and beverage suppliers, which are benefiting from consumer demand for variety and authenticity. A recent Strategy& report found that in the U.S., small manufacturers (with revenues of less than US$1 billion) grew at twice the compound annual rate of large manufacturers (with revenues of more than $3 billion) between 2009 and 2012. <br><br> Consumers' media usage has also fragmented with the rise of digital content and the proliferation of online devices. Each channel - from the Web, mobile, and social sites to radio, TV, and print - has its own requirements, audience appeal, and economics, needing specialized attention. But at the same time, media campaigns need to be closely coordinated for effective consumer messaging. <br><br> Collectively, these shifts challenge the way CPG companies manage their brand and business portfolios, and call for a rethinking of their go-to-market approach, with an emphasis on analytics. Our work with INSEAD shows that among business leaders, applying analytics - especially for tracking consumer behavior and product and promotional performance - is considered one of the most effective ways to improve results and outpace the competition. But it's not just about insight; it's also about using the insight wisely to determine how to manage costs. The more knowledgeable about customer needs and preferences a company is, the smarter and more focused it must be in managing its own economics to cost-effectively deliver both variety and value to the squeezed consumer.
Which of the following it true in the context of the passage?
30 questions in 15 minutes, All India rank, streak and explanations. Free: play it here after logging in, or in the app.
Free. Mobile number + OTP, no password.
