Liberalisation posed a dilemma for Remee India. Should it take on the

multinationals in the cosmetics market? Or should it be a distributor for
the multinationals?
  
DINESH Vira arranged the jars of Remee lotions and creams on the top of
the semi-circular shelf, keeping Besille's products on the second and
Cover on the third. Stepping back, he eyed the display proudly.
Only two years ago, this showcase in his outer office had looked sparse
and empty. In fact, the tea boy used the last shelf to keep used teacups
which he collected on his way out.
  
Today the three large shelves were bursting with jars and bottles of
varied skin and hair care products. In short, Remee India, where Dinesh
was the marketing director, was back in the reckoning.
  
Three years ago, Manu Pal, the chairman & managing director of Remee
India and group chairman of MP Industries, whose businesses included
paper, oil, pharmaceuticals, agro-chemicals and skin care products,
announced the sale of the pharmaceutical and agro-chemicals businesses.
 
The decision came after months of debate with his board members who
concluded that MP Industries should streamline its business focus. Remee
India, which held the dental, agro-chemicals and skin care businesses, was
a Rs 30 crore company. The skin care business, which showed no signs of
growing, seemed to be next on the firing line
.
 In the pre-liberalisation
days, Remee's skin care business coasted along, happy with its small
product base and protected markets. The company did not do anything
dramatic to grow nor was competition too tough. There were Pond's, Lakme,
Charmis, Nivea and some herbal products in the market. All of them had
similar portfolios, and there were hardly anything to differentiate the
brands.
 
 Remee's skin care business included a talcum powder, a skin care cream,
a shaving cream and a heel crack healer. But over 60% of its sales was
accounted for by Remee cream, a multipurpose, all-weather cream. That was
dangerous, because, despite being an all-purpose cream, most of Remee's
sales took place only during three months of the year, in winter. "
 
 
Remee had launched summer products like deodorants and freshness soaps
only recently and tentatively. During the lean summer months, the company
lost touch with its consumers. Yet when winter came, consumers queued up
at the shops for Remee. In a good winter, sales targets were met. But if
it was a humid winter when nobody needed heavy moisturising creams, stocks
began to pile up. During those lean times, its pharma range of colds and
flu prescriptions kept Remee busy.
 
 
The skin care business required a turnover of at least Rs 100 crore to
be viable in the new market -- a far cry from Remee's Rs 17 crore. It was
not a viable size by any stretch of the imagination. Even reaching the Rs
100 crore mark was unimaginable.
 
 When liberalisation opened the
floodgates, Lever bought Lakme and merged sister concern Pond's, creating
a mammoth skin care conglomerate, with a presence in every segment and a
distribution clout that was terrifying.The rules of the game changed for ever, putting a question
mark on the
survival of Remee's skin care business.
 
 
 
Dinesh and his sales & marketing vice-president Raghu Iyer knew it was a
matter of time before Manu closed down Remee skin care. While Dinesh
prayed silently for a miracle, Raghu kept his cool. Said Raghu: "I know
many companies are hiving off non-core businesses. Our skin care business,
even if not core, is certainly the business of the future. No doubt it is
small, but just look at the opportunities.
 
 
 We have been in this business
for over 30 years. We have already covered the learning hub to some
extent. Then there is our distribution set-up, which is a gold mine. Today
distribution determines success. When there is so much in the bag, why
don't we try grow this business seriously for a year? After all, new
players are entering this field... We can make this work."
 
 
Dinesh heard him out keenly. Theoretically, liberalisation offered new
opportunities which were not available earlier like the freedom to import
raw materials or even finished goods, to tie up with a foreign player for
technology or marketing skills, or for leveraging distribution strengths.
"We could, in fact, become a distribution company, take on the brands of
large companies and sell and distribute them," he thought.
 
 
 
 Dinesh, for all his enthusiasm, was not sure if they had what it took
for success. But Raghu egged him on. They had to put the past behind them,
he said, for the future beckoned and Raghu did not want to give up yet.
 
 
 
"There was no compelling need then to prove one's might," he reasoned
with Dinesh. "In those days of protectionism, one could go on for years
doing barely anything at all. Then again, when were the skin care
companies so savvy in India? For years we coasted along with cold creams."
 
 
 
 Remee could capitalise on its strong distribution network, but at no
time in the past was it challenged. "The people and markets were always
there, even the demand we can say was there, if latent, but we did not
push our distributive strengths to its limits. But today, just look at
what our competitors are doing. Lever has capitalised on its distribution
strength," said Raghu.
 
Dinesh shook his head. "It won't work Raghu. What are we trying to do?
Put in the money only to have them wipe us out?"
In the pre-liberalisation days, Remee's skin care business coasted along,
happy with its small product base, protected markets and little
advertising. It did not do anything dramatic to grow.
 
 
 
 At the next stage, I would look for answers to the following key issues:
In this highly competitive skin care industry, what is the 'niche' that
Remee India can dominate? How fast and how soon would Remee India be able
to enter this segment?
 What innovative and unique business processes can
be created to be a successful player in this chosen 'niche'? This analysis
is critical because business is all about focus -- it is very easy to get
into several areas, trying to be everything to everybody. But you can end
up being nothing to anybody.
 
 
 
 Several companies followed this focused approach and came up with
success stories. One that comes readily to my mind is Velvette shampoo. In
a market dominated by the likes of Lever and Procter & Gamble, Velvette
became a formidable brand in a very short time (obviously capitalising on
the excise laws at that time) by choosing the sachet route.
 
 
 Velvette was
one of the first to sell shampoo in sachets, rewriting the rules to become
a significant player. Had it taken Lever head-on in the bottle segment for
shampoos, it would probably have had no success.
 
 
Even so, Dinesh met Manu and put forth his case. "There is a future if
you believe there is one," Dinesh told Manu. "I believe Indian companies
can survive liberalisation provided they believe there is a future for
them. It just requires vision and optimism. We only need to be persistent,
innovative, creatively dynamic... Leave no stone unturned."
 
 
But Manu was wary. "Dinesh, you are suggesting that I put in more money
so that you can experiment with your ideology," said Manu. "That's unfair
Manu, there is my career too," said Dinesh
 
.
 "Besides, when so many new
entrants are coming in, wouldn't it be easier for me to thank you for the
wonderful times and move on to an American or French major and mint my
millions? I can go there and peddle this very mind and intelligence to
strategise for them, build their millions and their brands. Why can't I
use that very intelligence here?"
 
 Manu was cynical about the opportunities that liberalisation offered.
Yet he didn't want to discourage Dinesh. "All right," said Manu finally.
"But if I don't see results in a year, I go ahead with my plan," he said.
Then he asked: "What is your plan?"
 
Dinesh felt Remee needed to bring in far more round-the-year products;
products that were relevant and which had a mass base. Then again, he
said, Remee alone could not drive growth.
 
 To survive in the fast changing
market, the company needed to grow quickly and hence required more
products. "Therefore, we need to launch shampoos, after-shave products,
hand washes, face washes, maybe a good Remee soap which uses the Remee
cream base..."
 
 
The soap idea interested Manu. Why not, he asked himself. Soap was the
biggest skin care tool in India, and if he was saying that Remee was in
the business of skin care how could he not be in soap? Even so, the
prospect of entering the soap market worried him.
 
 
But Dinesh was upbeat. "The soap idea is good," he said confidently. "We
can use Remee soap to reach out to a much wider audience, bring it into
the Remee fold and slowly graduate from there.
 
 We can get into body
lotions, which is an area that is just beginning to grow; it's the right
time to enter it, and it is a round-the-year product. We need new
products, more competitive pricing and more of a mass reach."
 
 
 Over the next few days Dinesh decided to redefine Remee's business.
Along with Raghu, he looked at the distribution network Remee had built,
and agreed that it was sheer neglect that had weakened the system. Today
when new companies were desperately seeking ready-to-use distribution
networks, Remee was sitting on a gold mine.
 
 
 Dinesh then got on to the serious task of strengthening the sales and
distribution teams. To the sales team he said: "We have stopped thinking
differently, daringly, innovatively. We need to have the guts to try out
the craziest of ideas in the marketplace. It's the only way for a small
outfit with little money, like us, to grab the consumer's attention."
 
 
The next few months were hectic for Dinesh and his team. The timing was
unusually right. Summer was six months away and if they could get the
products out by February, they would catch the market at the beginning of
tbut he season, he reckoned.
 
 
Simultaneously, he set to work on Remee's image. Dinesh spent long hours
brainstorming with Raghu. Two things emerged from the discussions: one,
Remee had to become more visible in the marketplace.
 
 
“
Everybody knows the brand, but nobody remembers it," said Dinesh, "and
somehow that knowledge does not seem enough to translate into purchases."
Raghu agreed. "Most of the time, people don't remember it. If they do,
the chances of their buying it will be high," he said. The brand enjoyed a
lot of goodwill and that was a card they had to play.
 
 "It's a brand that
won't let you down," said Raghu, not realising he had gone on to create
the stunning new ad line for Remee. For that summed up the brand's image
in the market. The whole platform on which Remee stood was nurturing care,
and that is what they all now realised. So now the entire focus of their
strategy was to make Remee visible
 
 
 . Dinesh and Raghu decided to test the
idea at Goodsland, a supermarket in the suburbs. They installed a dramatic
boot-shaped trolley using the Remee colours, layered with shelves and
decorated with purple and white festoons and filled it with Remee products
of every size and packing
 
 Goodsland, which had for years given them sales
of Rs 9,000 a month, now gave them an eye-popping Rs 2 lakh! Manu was
astounded. "What did you do?" he asked Dinesh. "Just reminded the consumer
that Old Faithful is still there," said Dinesh.
 
 The storekeeper agreed. "I
have been running this supermarket for nine years and I have watched the
performance of so many brands here. Even the new brands that came in
didn't attract so much interest. This boat full of Remee somehow touched
the consumers' hearts." By the following month, Dinesh and Raghu acquired
strategic spots in over 5,000 outlets, decked up the shelves with ribbons
and dew-drops, increased the point-of-purchase display and the
advertising.
 
 
 The winter of 1997 saw hectic activity at Remee, with preparations on
for the launch of a soap in the coming summer. That was when Dinesh got a
call from a friend in Delaware's joint venture, Progg. "Have you sensed
any drop in market movements? We are feeling a dramatic slowing down..!"
Even though Remee's tieups for distribution products of other companies
had worked well, this strategy had its pitfalls. What would it do if its
partners decided to set up their own outfits?
 
 
 But Dinesh had not felt anything. Even so, he took note. After all,
Delaware was a huge company and was therefore more likely to be correct in
predicting or sensing market pulse changes. "This winter has been very
humid," said the friend, "so moisturising creams and lotions are not
selling well. The No. 2 in the market, Dewy, has lost almost 50% of its
share in this one season!"
 
 
In such a season, Remee, which was a distant No. 6, had actually turned
around and moved way up the charts! Dinesh didn't know what to make of
this trend. "Clearly, Remee has a consumer value which is unaffected by
seasonal distortions," said Manu. Dinesh didn't let himself get carried
away by this performance.
 
 As he said to Raghu: "Let us not get
overoptimistic. None of us has clear reasons for this behaviour. If we
believe a maverick market, we will be digging our grave."
 
 
But Dinesh had mixed feelings. On the one hand, he needed the optimism
and would have loved to believe that Remee was coming alive. That was the
sort of news he needed to reassure Manu that the skin care business could
survive. Yet, one stupid mistake and the shutters would be drawn on the
division.
 
 
 Remee's marketshare did not grow, but neither did it lose marketshare in
a scenario that was destroying the bigger players. Dinesh now prepared to
build a strong position in the skin care market. As long as Remee remained
outside the C class markets, there wasn't much scope for building volumes.
But going into the C class market required a product suited to the
category, and the recession didn't encourage such moves.
 
 
 To complicate
matters, Manu received an offer for a buyout from a consumer products
major. Dinesh naturally cringed. Recent events in the industry provided no
encouragement to stay on, unless he hung on to the idea that Remee had
survived the bad winter... Surprisingly, Manu put the offer on hold,
preferring to wait the one year he had promised Dinesh. But the doomsayers
were aplenty.
 
 "The next millennium is for those who cross the Rs 100 crore
mark. You don't stand a chance, sell out while the offers are still
coming," they said. The summer of 1998 saw the launch of Remee soap, which
was successful, much to everyone's surprise. But Dinesh knew that the soap
was not enough. Remee's creams and lotions too had to perk up, for their
survival determined the soap's future. The synergy would help both product
groups, he realized
 
.
Even as sales picked up, Dinesh thought: "Just Remee is not going to be
enough. Neither can we keep doing this `visibility' act for too long. We
need to do something else to sustain the memory. Besides, the fate of the
division cannot hang on one brand. Since we have this very driven
distribution network, we need to bring in more products of the same
quality, going to the same outlets, which have some synergy. We must use
the existing infrastructure to service a far better throughput
 
."
 Dinesh looked at the horizon keenly for new products. In six weeks he
had examined 12 products, but none was inspiring. That was when he came
across Besille, a hair care company that was looking for a distribution
tieup in India. The product category suited Dinesh, who did not want any
product that was in conflict with Remee's range. Besides, hair care also
gave him the width of range he needed.
 
Dinesh realised how much liberalisation had benefited them. "Today we
can import just about anything and put it into national distribution in as
short a time as six weeks! And we're offering terrific reach as well, if
you consider the networks we have developed."
 
 
 Remee was one of the companies that the market had written off in the
wake of liberalisation. It fell in the category of companies that appeared
big, strong and active, and had one or two products that stayed on shop
shelves simply because there was space.
 
 
 These companies just stayed where
they were, the people stayed where they were; new people joined, but the
older ones didn't go. They had high costs and low revenues. But they also
had manufacturing facilities, selling strengths and product management
teams. They were sitting ducks for takeovers, which is what the market
predicted for Remee too.
 
 
 
 Now Dinesh had reason to feel hopeful. Remee had gained visibility and
had survived one very bad winter. Sales had increased, but he still had
the task of pushing the Remee brand to a younger segment and to year-round
usage. But that needed money, and whatever they had was used to deliver extra
mileage through the new innovative marketing ploys."
 
 
Over the next six months, Besille's success at Remee India triggered off
a chain of new business opportunities from various prospective new
entrants seeking distribution tieups. One such was Cover, a foot care and
treatment range of sloughing grains, corn treatment, rough skin vitaliser
and nail toner. It suited Remee.
 
 
 It did not compete with its other ranges
and was a product which went through the channels that Remee was
servicing, through the normal route it had. Remee wouldn't have to make
any additional investment.
 
 
The overall gameplan had worked so far. Remee had survived and gained
visibility. It had increased its range with a soap and a lotion. Besille
and Cover had come at the right time to leverage on its distribution
strengths
 
 
.
 But at the end of the day it was just trading, felt Raghu.
"How long can we sustain it? I feel if the ownership is not there, the
stakes will be low and our interest may wane. Don't forget, even if we are
great joint venture partners, we can't be sure about our partners and what
demands they might make. Once they get a foothold in India, they may set
up 100% subsidiaries and terminate the contract. What then?"
 
 
Dinesh now wondered whether he was making a short-term decision just to
stay afloat. "As a business opportunity it may be interesting and useful
for starters," he said to Manu. "But we will always be vulnerable as
partners."
 
 
 The question that plagued both Manu and Dinesh was: how viable was this
gameplan? What other strengths did they need to develop? What, if any,
pitfalls were they overlooking? How should they leverage this distribution
strength? Could they continue being a mere trading company for all these
brands? No doubt they manufactured Remee, but how successful was it going
to be when `only distribution' businesses did not allow them brand
ownership?
 
 
Where does Remee go from here? Dinesh was happy that their gamble had
paid off. Remee was today soaring high with a turnover that had more than
trebled. But change was so endemic to corporate life these days that he
was not willing to rest on his laurels.
 
 
 No doubt he had a couple of
winning formulae to change the direction of growth at Remee. These
formulae would see him over the hub of failure in the short term, but he
needed to innovate and introspect every day so that Remee would keep pace
with the changes in the marketplace.
 
 
 
Today distribution was Remee's perceived advantage. But Dinesh needed to
evolve a system for continuously inventing new advantages. As he said to
Raghu: "I can't really call all this `strategy'.
 
 
 It is at best an
operational optimisation effort. We have put together a gameplan that
helps us do profitable things with our distribution resources. But what we
need to do is examine what else we are capable of within the dimensions of
our learning and then examine what new resources and learning we need to
acquire. In short, this survival is to be seen as merely an event in our
lives. Do we know where we go from here?
 DIRECTIONS
This section is based on Sentence Completion.A question and 5
answer choices are displayed.
Choose the correct answer from the available choices.
Money _____ to a political campaign should be used for political
purposes and nothing else.
used
forwarded
contributed
spent
channelled
 
Most candidates spend ________ they can raise on their campaigns, but
others wind up on election day with a ________.
so .... bankroll
time .... vacation
everything .... surplus
every cent .... deficit
nothing .... war chest
 
A virtuous person will not shout ______ in public; he or she will
respect the _____ of other people.
obscenities .... feelings
loudly .... comfort
anywhere .... presence
blessings .... cynicism
insults .... threat
 
The merger will eliminate ______ and provide more ______ cross_training
of staff.
profit ..... and more
paperwork .... or less
duplication .... effective
bosses .... wasteful
competitors .... aggressive
 
 
High school students should not be ________ as being immature or naive.
helped
shoved
directed
categorized
taught
 
Antonyms
VEHEMENT x ________________
UNDERCOAT
IMPERIOUS
TIMID
DISPASSIONATE
UNCONTROLLED
 
GELID x ________________
FIRM
QUAKING
QUIESCENT
BURNING
LATENT
 
PRODIGAL x ________________
GIFTED
UNTALENTED
FRUGAL
HARD-PRESSED
QUALIFIED
 
DIAPHANOUS x ________________
SWEEPING
FLOWING
HEAVY
PUTRESCENT
ABSORBENT
 
 
INCIPIENT x ________________
DORMANT
EXCITING
TASTELESS
FOREGONE
CONCLUDING
 
 
 
EQUITABLE x ________________
 
VARIABLE
UNFAIR
IMPERTURBABLE
UNDECIDED
UNSHAKEABLE
 
 
NEBULOUS x ________________
GALACTIC
VAPID
AMBIGUOUS
DISTINCT
VISCOUS
 
The correct answer is DISTINCT.
 
CLANDESTINE x ________________
GLOWING
CONFINED
UNSUNG
OVERT
INDIRECT
 
 
LACONIC x ________________
INTEMPERATE
STOIC
EPICUREAN
HETEROSEXUAL
VERBOSE
.
 
]
IMMISCIBLE x ________________
RETURNABLE
MIXABLE
REDEEMABLE
SORTED
CORRUPTIBLE
 
RAPTURE x ________________
INTENT
COMA
CONNIPTION
SATISFACTION
DEPRESSION
.
 
APATHY x ________________
PITY
OPPOSITION
CORRUPTION
ENTHUSIASM
TENDERNESS
 
  
reading comprehension
  

Paralleling the growth of interest among professional historians

during the early 1960s was a simultaneous groundswell of popular
interest in the Afro-American past that was directly stimulated by the
drama of the protest movement
 . Sensing the "Negro Mood," the journalist Lerone Bennett wrote a
series of articles on Afro American history for Ebony and soon after
brought them together in his popular volume, Before the Mayflower
(1962).
As the non-violent direct action movement attained its crest in 1963-
64, movement activists introduced black history units into the school
integration boycotts.
 Meanwhile, boards of education began to address themselves to "the
racial imbalance and neutralism of pusillanimous textbooks designed to
appeal to Southern as well as Northern school adoption committees.“
In 1964 New York City's school board published The Negro in American
History; Detroit's social studies teachers produced The Struggle for
Freedom and Rights: Basic Facts about the Negro in American History.
 Franklin, surveying the activities among publishers, teachers, and
school boards, called these beginnings of curriculum revision "one of
the most significant by products of the current Civil Rights
Revolution.“
The relationship between these developments at the grass roots level
and what was occurring in the scholarly world is of course indirect.
 Yet given the context of social change in the early 1960s, Negro
history was now the object of unprecedented attention among wide
segments of the American population, black and white.
 In academe nothing demonstrated this growing legitimacy of black
history better than the way in which certain scholars of both races,
who had previously been ambivalent about being identified as
specialists in the field, now reversed themselves
 .
Thus Frenise Logan, returning to an academic career, decided to attempt
to publish his doctoral dissertation on blacks in late nineteenth-
century North Carolina.
 A 1960 award encouraged him to do further research, and his expanded
The Negro in North Carolina, 1876-1894 appeared in 1964. It is true
that as late as 1963 a white professor advised John W. Blassingame to
avoid black history if he wanted to have "a future in the historical
profession.
" Yet more indicative of how things were going was that 1964-65 marked
a turning point for two of Kenneth Stampp's former students-Nathan
Huggins and Leon Litwack.
 The changing intellectual milieu seems to have permitted Huggins,
whose original intention of specializing in African and Afro-American
history had been overruled by practical concerns, to move into what
became his long-range commitment to the field.
By 1965 when his interest in intellectual history found expression in
the idea of doing a book on the Harlem Renaissance, the factors that
earlier would have discouraged him from such a study had dissipated.
 For Litwack the return to Negro history was an especially vivid
experience, and he recalls the day he spoke at the University of
Rochester, lecturing on Jacksonian democracy. Some students in the
audience, sensing that his heart was just not in that topic, urged him
to undertake research once again in the field to which he had already
contributed so significantly.
 He settled on the study that became Been in the Storm So Long (1979).
In short, both Huggins and Litwack now felt able to dismiss the
professional considerations that had loomed so large in their earlier
decision to work in other specialities and to identify themselves with
what had hitherto been a marginal field of inquiry.
The author indicates that the growth of scholarly involvement in the
study of black history was
unappreciated in academic circles
encouraged by the civil rights movement
systematically organized
unaffected by current events
motivated by purely financial concerns
The author's account is based on all of the following EXCEPT
personal anecdotes
magazine articles
curricular materials
public opinion polls
scholarly publications
The author cites Logan, Huggins, and Litwack for their
work on curriculum reform in the public schools
participation in the Freedom Summer in Mississippi
return to the field of Afro-American History
research on blacks in nineteenth century North Carolina
identification with non-violent direct action
The author suggests that the advice given to John. W. Blassingame was
meant maliciously
inappropriate to the times
acted on in good faith
vital to his career
verified by research
Which of the following best describes the purpose of the passage ?
To document the sacrifices made by black and white scholars in the
field
To defend the validity of black history as a legitimate scholarly
pursuit
To investigate the origins of Afro-American studies in American
universities
To encourage the return to the study of black history at the grass
roots level
To describe black history's coming of age as an academically
respectable field
The passage suggests that Bennett's work was similar to Logan's work in
which of the following ways ? I. Both Bennett's and Logan's books
recorded a then relatively unfamiliar aspect of Afro-American history.
II. Both Bennett's and Logan's work were designed to appeal to a
primarily academic audience. III. Both Bennett's and Logan's work were
published in a variety of formats.
I only
III only
I and II only
I and III only
II and III only
It can be inferred that prior to 1950 for a historian to choose to
specialize in black history
was encouraged by the academic establishment
established his academic conventionality
afforded him special opportunities for publication
was detrimental to his professional career
enhanced his contact with his colleagues
 A few species demonstrate conditions which are neither complete
hibernation nor aestivation. Instead of going into a long "sleep"
during the most adverse season, they become torpid for a few hours each
day.
 This kind of behaviour is known in other animals - bats become torpid
during daytime, and hummingbirds at night. The first time I
appreciated this phenomenon was while working with fat mice (Steatomys)
is Africa.
 These mice, incidentally, have a most appropriate name, for their
bodies are so full of fat they resemble little furry balls. Fat
storage as a method of survival has rebounded to some extent as far as
the fat mice are concerned.
 They are regarded as a succulent delicacy by many African tribes who
hunt them with great tenacity; when captured, the mice are skewered and
fried in their own fat. A captive fat mouse was once kept without food
or water for thirty-six days; at the end of that time it had lost a
third of its weight but appeared quite healthy.
 During the dry season, some captives spent the day in such a deep
state of torpor that they could be roughly handled without waking. The
body temperature was a couple of degrees above room temperature and the
respiration was most irregular, several short pants being followed by a
pause of up to three minutes. Just before dusk the mice woke up of
their own accord and respired normally.
 In this case the torpid state was not induced by shortage of food or
abnormal temperatures. The forest dormouse of southern Asia and Europe
also undergoes periods of torpidity during the day; this species has
been recorded as having pauses of up to seventeen minutes between
breaths. There is also a record of a leaf-eared mouse of the Peruvian
desert which became torpid under severe conditions.
 The primary focus of the passage is on
the inhumane treatment of laboratory specimens
irregularities of respiration in mammals
conditions that induce rodents to hibernate
species that exhibit brief periods of dormancy
the similarities among rodent species
It can be inferred from the passage that fat storage as a method of
survival "has rebounded" for fat mice for which of the following
reasons ?
It has enabled them to go without food and water for long periods of
time
It has made them particularly tempting to human predators
It has made them so spherical they cannot move easily
It has caused them to adopt abnormal patterns of sleep
It has made them susceptible to abnormal temperatures
This passage would most likely appear in which of the following types
of publications ?
A geographical atlas
A history of African exploration
A textbook on rodent biology
A guide to the care of laboratory animals
A general-interest periodical
It can be inferred that in the paragraph preceding this passage the
author most likely discussed
his initial journey to Africa
the problem caused by sleep deprivation
other types of dormant states
the physical appearance of rodents
methods for measuring rodent respiration 
analogies
ROOM : HOUSE :: ? : ?
Refrigerator : kitchen
Chair : room
Roof : building
Wheel : chair
Flower : garden
 
 
BACTERIA : ILLNESS :: ? : ?
 
Medicine : bacteria
Illness : health
Bomb : explosion
Doctor : patient
Wheel : chair
 
PLASTER : MORTARBOARD :: ? : ?
Brush : paint
Drink : soda
Sweep : broom
Blow : bubble
Doctor : patient
 
NAIVE : CHEAT :: ? : ?
Sensible : success
Contentious : scorn
Gullible : convince
Hurt : retaliate
Simple : win
 
NEGOTIABLE : CHECK :: ? : ?
Frozen : asset
Inventory : merchandise
Bank : money
Trade : tariff
Flowing : river
  
antonyms
RESTIVE x ___________

BUOYANT
PLACID
REMORSEFUL
RESISTANT
RETIRING
RETENTIVE x ___________
FORGETFUL
ACCEPTING
REPETITIVE
AVOIDING
FASCINATING
RETICENCE x ___________
FATIGUE
FASHION
TREACHERY
LOQUACIOUSNESS
MAGNANIMITY
RETROGRADE x ___________
PROGRESSING
INCLINING
EVALUATING
CONCENTRATING
DIRECTING
REVERE x ___________
ADVANCE
DISHONOUR
AGE
PRECEDE
WAKE
RIFE x ___________
DIRECT
SCANT
PEACEFUL
GRIM
MATURE
ROBUST x __________
WEAK
VIOLENT
VICIOUS
VILLAINOUS
HUNGRY
ROTUNDITY x ___________
PROMENADE
NAVE
GROTESQUENESS
SLIMNESS
IMPROPRIETY
RUBBLE x ___________
ARTIFICIAL FACADE
UNBROKEN STONE
PALE COMPLEXION
STRONG DEFENCE
GLIB