This is the Vocab24 daily quiz of 19 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.
Resist
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Massacred
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Clashes
Out of the given alternatives select the alternative which best expresses the meaning of given word.
Affiliated
Out of the given alternatives select the word opposite in meaning to the given word.
Intervening
Out of the given alternatives select the word opposite in meaning to the given word.
Reconciliation
Out of the given alternatives select the word opposite in meaning to the given word.
Gradually
Out of the given alternatives select the word opposite in meaning to the given word.
Referring
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
To fight against something or someone that is attacking you.
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
The act of interfering with the outcome or course especially of a condition or process
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
Moving, changing, or developing by fine or often imperceptible degrees.
Out of given alternatives, choose the word which can be substituted for the given words/ sentence.
To come together or to bring people together for a meeting, etc.
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.
A: Where's Helen? B: She ____ in the office.
Explanation: Statement 'A' asks about the current whereabouts of Helen. Thus, the answer must be in present continuous tense. Also, Helen must have an action and so the answer mus be a verb. <br> Option A is correct. It is a verb in present continuous tense. It tells us where Helen currently is and what she is doing. It says that 'She is sitting' and thus, it is correct. Here 'is' makes the gerund 'sitting' into a complete verb. Simply 'sitting' is an incomplete verb and does not make sense in the sentence. <br> Option B is incorrect. 'Sit' is not in present continuous tense and so it does not tell us the current whereabouts of Helen. <br> Option C is incorrect. 'Sitting', although a verb in present continuous tense, is an incomplete verb. 'She sitting' does not make sense. 'Sitting' is incorrect unless accompanied by an auxiliary verb. <br> Option D is incorrect. 'Sits' is in simple present tense and not present continuous and so it does not state the current action of Helen.
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 go really? You only arrived an hour ago!
Explanation: Both should and must are modal verbs. <br> 'Must' is used when the situation is unavoidable, obligation or a requirement that cannot be avoided. <br> 'Should' is used for advice, requests, recommendation or exceptional mood. <br> The modal verb is an auxiliary verb that indicates possibility or necessity.
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.
Ravi is getting ____ the car.
Explanation: 'out of' means indicating the source or derivation of something; from.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
Sanjay was the real power behind the throne and all politicians were aware of this.
Explanation: power behind the throne: a person who exerts authority or influence without having formal status.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
His friends let him down.
Explanation: let him down: fail to support or help someone as they had hoped.
Out of given alternatives select the option which best expresses the meaning of given idiom/ phrase.
I felt like afish out of water among all those business tycoons.
Explanation: like a fish out of water: not feel comfortable or relaxed because of being in an unusual or unfamiliar situation.
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) We never buy any jam in the shops,/ (b) because my wife makes all our jam from the fruit in our garden/ (c) and it tastes much better than the jam from the shops, we think./ (d) No error.
Explanation: from shops
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)He won't return the money/ (b) that he borrowed,/ (c) will he?/ (d) No error.
Explanation: won't he
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) I can't/ (b) afford to pay/ (c) that much for it./ (d) No error.
Explanation: No error
Directions: The passage given below is followed by a set of questions. Choose the most appropriate answer to each question. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. <br><br> As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. <br><br> There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. (See the insert "What Is an Emerging Market?") Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. <br><br> In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often under-developed. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. <br><br> Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. <br><br> Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there is few extrajudicial arbitration mechanisms to which one can appeal. <br><br> As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.
Which of the following sentences(s) is/are correct in context of the given passage? <br> i. Consultants and foreign investors argue that the conglomerate is the dinosaur of organizational design too unwieldy and slow to compete in today's fast-paced markets. <br> ii. Core competencies and focus are now the mantras of corporate strategists in western economics. <br> iii. Due to lack of information required, companies in emerging markets face much higher costs in building credible brands in comparison to their counterparts in advanced economies.
Directions: The passage given below is followed by a set of questions. Choose the most appropriate answer to each question. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. <br><br> As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. <br><br> There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. (See the insert "What Is an Emerging Market?") Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. <br><br> In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often under-developed. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. <br><br> Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. <br><br> Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there is few extrajudicial arbitration mechanisms to which one can appeal. <br><br> As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.
What suggestions have been cited by the writer in regard to raising adequate financing and hiring skilled employees?
Directions: The passage given below is followed by a set of questions. Choose the most appropriate answer to each question. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. <br><br> As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. <br><br> There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. (See the insert "What Is an Emerging Market?") Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. <br><br> In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often under-developed. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. <br><br> Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. <br><br> Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there is few extrajudicial arbitration mechanisms to which one can appeal. <br><br> As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.
The writer has cited some hurdles in the case of product markets regarding shortage of information. Which of the following statements (s) in this regard is/are true? <br> i. Communications infrastructure in emerging markets is often under developed. <br> ii. Postal service is typically inefficient, slow or unreliable. <br> iii. High rates of illiteracy make it difficult for marketers to communicate effectively with customers.
Directions: The passage given below is followed by a set of questions. Choose the most appropriate answer to each question. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. <br><br> As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. <br><br> There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. (See the insert "What Is an Emerging Market?") Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. <br><br> In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often under-developed. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. <br><br> Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. <br><br> Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there is few extrajudicial arbitration mechanisms to which one can appeal. <br><br> As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.
Which of the following statements is correct in regard to the given passage?
Directions: The passage given below is followed by a set of questions. Choose the most appropriate answer to each question. <br><br> Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout most emerging markets. Some groups operate as holding companies with full ownership in many enterprises, others are collections of publicly traded companies, but all have some degree of central control. <br><br> As emerging markets open up to global competition, consultants and foreign investors are increasingly pressuring these groups to conform to Western practice by scaling back the scope of their business activities. The conglomerate is the dinosaur of organizational design, they argue, too unwieldy and slow to compete in today's fast-paced markets. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. <br><br> There are reasons to worry about this trend. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. Western companies take for granted a range of institutions that support their business activities, but many of these institutions are absent in other regions of the world. (See the insert "What Is an Emerging Market?") Without effective securities regulation and venture capital firms, for example, focused companies may be unable to raise adequate financing; and without strong educational institutions, they will struggle to hire skilled employees. Communicating with customers is difficult when the local infrastructure is poor, and unpredictable government behavior can stymie any operation. Although a focused strategy may enable a company to perform a few activities well, companies in emerging markets must take responsibility for a wide range of functions in order to do business effectively. <br><br> In the case of product markets, buyers and sellers usually suffer from a severe dearth of information for three reasons. First, the communications infrastructure in emerging markets is often under-developed. Even as wireless communication spreads throughout the West, vast stretches in countries such as China and India remain without telephones. Power shortages often render the modes of communication that do exist ineffective. The postal service is typically inefficient, slow, or unreliable; and the private sector rarely provides efficient courier services. High rates of illiteracy make it difficult for marketers to communicate effectively with customers. <br><br> Second, even when information about products does get around, there are no mechanisms to corroborate the claims made by sellers. Independent consumer information organizations are rare, and government watchdog agencies are of little use. The few analysts who rate products are generally less sophisticated than their counterparts in advanced economies. <br><br> Third, consumers have no redress mechanisms if a product does not deliver on its promise. Law enforcement is often capricious and so slow that few who assign any value to time would resort to it. Unlike in advanced markets, there is few extrajudicial arbitration mechanisms to which one can appeal. <br><br> As a result of this lack of information, companies in emerging markets face much higher costs in building credible brands than their counterparts in advanced economies. In turn, established brands wield tremendous power. A conglomerate with a reputation for quality products and services can use its group name to enter new businesses, even if those businesses are completely unrelated to its current lines. Groups also have an advantage when they do try to build up a brand because they can spread the cost of maintaining it across multiple lines of business. Such groups then have a greater incentive not to damage brand quality in any one business because they will pay the price in their other businesses as well.
Established brands can wield tremendous power in emerging markets because
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