Forum Home > GMAT > Quantitative > Problem Solving (PS)
Events & Promotions
|
|
GMAT Club Daily Prep
Thank you for using the timer - this advanced tool can estimate your performance and suggest more practice questions. We have subscribed you to Daily Prep Questions via email.
Customized
for You
Track
Your Progress
Practice
Pays
Not interested in getting valuable practice questions and articles delivered to your email? No problem, unsubscribe here.
Dec 1410:00 AM EST
-12:00 PM EST
Think a 100% GMAT Verbal score is out of your reach? Target Test Prep will make you think again! Our course uses techniques such as topical study and spaced repetition to maximize knowledge retention and make studying simple and fun.
Dec 1411:00 AM IST
-01:00 PM IST
Attend this session to learn how to Deconstruct arguments, Pre-Think Author’s Assumptions, and apply Negation Test.- Dec 15
11:00 AM IST
-01:00 PM IST
Attend this free GMAT Algebra Webinar and learn how to master the most challenging Inequalities and Absolute Value problems with ease. 
Dec 1608:00 AM PST
-11:59 PM PST
GMAT Club 12 Days of Christmas is a 4th Annual GMAT Club Winter Competition based on solving questions. This is the Winter GMAT competition on GMAT Club with an amazing opportunity to win over $40,000 worth of prizes!- Dec 17
09:00 AM PST
-10:00 AM PST
Join Manhattan Prep instructor Whitney Garner for a fun—and thorough—review of logic-based (non-math) problems, with a particular emphasis on Data Sufficiency and Two-Parts. - Dec 18
10:00 AM PST
-11:00 AM PST
Here is the essential guide to securing scholarships as an MBA student! In this video, we explore the various types of scholarships available, including need-based and merit-based options.
29 Jul 2022, 18:37
Kudos
Bookmarks
Can somebody please help to rate my essay? I have used online tool to rate it and it says 5.6 but I suspect a human would asses it differently so would appreciate any feedback that you might have. Thank you.
[b]“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers since they would be associated with the prestigious Largo name.”
[i][/b][/i]
The argument claims that the Largo Piano company has seen a decline in revenue, and thus, should introduce a line of digital pianos in a variety of price ranges to improve their sales. The argument has utilised Largo Piano Company's competitor's revenue increases from its line of inexpensive digital pianos as evidence to support the claim. However, the argument is flawed as it is missing additional information to better assess the argument, and thus, is flawed and unconvincing. The underlying assumptions are: (i) The proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers (ii) Largo's customers are individuals who could previously afford expensive pianos, such as leading concert pianists, but that is no longer the case (iii) Expensive handcrafted pianos no longer offers a competitive advantage over inexpensive digital pianos (iv) Largo Piano company can utilise its brand name for uptake of digital pianos. The essay discusses how these assumptions can be better supported with evidence to strengthen the argument.
Firstly, the argument implies that the proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers. For example, if a company sells a product for $100, with annual sales of $1000, which is equivalent to 90% of its annual revenue, then it makes no sense to stop offering that product. Clarity on the proportion of sales and revenue brought in by the handcrafted pianos can better help understand the reasoning behind discontinuing a particular product.
Secondly, the argument suggests that Largo Piano company's products are currently only suited to sophisticated customers such as professionals, suggesting that offering products to professionals is one of their strategic advantages. There is no additional information to better understand how moving away from this particular strategy will support growth in annual revenue. To illustrate, if the digital piano is priced at 100 with around 100 novice customers, then the amount of revenue it would bring would be the same as revenue brought in by selling a single piano priced at 100,00 to a professional. The argument needs to support its claim by drawing comparisons between the market share of handcrafted pianos and digital pianos.
Thirdly, the argument also assumes that the Largo Piano company can utilise its brand name for the uptake of digital pianos. However, this might not necessarily be the case. The decision-making process utilised by an individual to purchase a particular product is based on a number of factors such as brand name, purchase price, and product reviews. Since, the digital piano would be the first kind of offering by Largo Piano Company it might take several years to see the same number of sales as that realised by Allergo, let alone outsell Allergo. This assumption could be better supported by conducting a market study that reveals the likelihood of a customer buying the digital piano from Allergo instead of Largo Piano company.
In conclusion, the argument is flawed and can be better supported with examples to better assess the validity of the claim.
[b]“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers since they would be associated with the prestigious Largo name.”
[i][/b][/i]
The argument claims that the Largo Piano company has seen a decline in revenue, and thus, should introduce a line of digital pianos in a variety of price ranges to improve their sales. The argument has utilised Largo Piano Company's competitor's revenue increases from its line of inexpensive digital pianos as evidence to support the claim. However, the argument is flawed as it is missing additional information to better assess the argument, and thus, is flawed and unconvincing. The underlying assumptions are: (i) The proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers (ii) Largo's customers are individuals who could previously afford expensive pianos, such as leading concert pianists, but that is no longer the case (iii) Expensive handcrafted pianos no longer offers a competitive advantage over inexpensive digital pianos (iv) Largo Piano company can utilise its brand name for uptake of digital pianos. The essay discusses how these assumptions can be better supported with evidence to strengthen the argument.
Firstly, the argument implies that the proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers. For example, if a company sells a product for $100, with annual sales of $1000, which is equivalent to 90% of its annual revenue, then it makes no sense to stop offering that product. Clarity on the proportion of sales and revenue brought in by the handcrafted pianos can better help understand the reasoning behind discontinuing a particular product.
Secondly, the argument suggests that Largo Piano company's products are currently only suited to sophisticated customers such as professionals, suggesting that offering products to professionals is one of their strategic advantages. There is no additional information to better understand how moving away from this particular strategy will support growth in annual revenue. To illustrate, if the digital piano is priced at 100 with around 100 novice customers, then the amount of revenue it would bring would be the same as revenue brought in by selling a single piano priced at 100,00 to a professional. The argument needs to support its claim by drawing comparisons between the market share of handcrafted pianos and digital pianos.
Thirdly, the argument also assumes that the Largo Piano company can utilise its brand name for the uptake of digital pianos. However, this might not necessarily be the case. The decision-making process utilised by an individual to purchase a particular product is based on a number of factors such as brand name, purchase price, and product reviews. Since, the digital piano would be the first kind of offering by Largo Piano Company it might take several years to see the same number of sales as that realised by Allergo, let alone outsell Allergo. This assumption could be better supported by conducting a market study that reveals the likelihood of a customer buying the digital piano from Allergo instead of Largo Piano company.
In conclusion, the argument is flawed and can be better supported with examples to better assess the validity of the claim.
29 Jul 2022, 21:15
Kudos
Bookmarks
poojamodi
Can somebody please help to rate my essay? I have used online tool to rate it and it says 5.6 but I suspect a human would asses it differently so would appreciate any feedback that you might have. Thank you.
[b]“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers since they would be associated with the prestigious Largo name.”
[i][/b][/i]
The argument claims that the Largo Piano company has seen a decline in revenue, and thus, should introduce a line of digital pianos in a variety of price ranges to improve their sales. The argument has utilised Largo Piano Company's competitor's revenue increases from its line of inexpensive digital pianos as evidence to support the claim. However, the argument is flawed as it is missing additional information to better assess the argument, and thus, is flawed and unconvincing. The underlying assumptions are: (i) The proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers (ii) Largo's customers are individuals who could previously afford expensive pianos, such as leading concert pianists, but that is no longer the case (iii) Expensive handcrafted pianos no longer offers a competitive advantage over inexpensive digital pianos (iv) Largo Piano company can utilise its brand name for uptake of digital pianos. The essay discusses how these assumptions can be better supported with evidence to strengthen the argument.
Firstly, the argument implies that the proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers. For example, if a company sells a product for $100, with annual sales of $1000, which is equivalent to 90% of its annual revenue, then it makes no sense to stop offering that product. Clarity on the proportion of sales and revenue brought in by the handcrafted pianos can better help understand the reasoning behind discontinuing a particular product.
Secondly, the argument suggests that Largo Piano company's products are currently only suited to sophisticated customers such as professionals, suggesting that offering products to professionals is one of their strategic advantages. There is no additional information to better understand how moving away from this particular strategy will support growth in annual revenue. To illustrate, if the digital piano is priced at 100 with around 100 novice customers, then the amount of revenue it would bring would be the same as revenue brought in by selling a single piano priced at 100,00 to a professional. The argument needs to support its claim by drawing comparisons between the market share of handcrafted pianos and digital pianos.
Thirdly, the argument also assumes that the Largo Piano company can utilise its brand name for the uptake of digital pianos. However, this might not necessarily be the case. The decision-making process utilised by an individual to purchase a particular product is based on a number of factors such as brand name, purchase price, and product reviews. Since, the digital piano would be the first kind of offering by Largo Piano Company it might take several years to see the same number of sales as that realised by Allergo, let alone outsell Allergo. This assumption could be better supported by conducting a market study that reveals the likelihood of a customer buying the digital piano from Allergo instead of Largo Piano company.
In conclusion, the argument is flawed and can be better supported with examples to better assess the validity of the claim.
[b]“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers since they would be associated with the prestigious Largo name.”
[i][/b][/i]
The argument claims that the Largo Piano company has seen a decline in revenue, and thus, should introduce a line of digital pianos in a variety of price ranges to improve their sales. The argument has utilised Largo Piano Company's competitor's revenue increases from its line of inexpensive digital pianos as evidence to support the claim. However, the argument is flawed as it is missing additional information to better assess the argument, and thus, is flawed and unconvincing. The underlying assumptions are: (i) The proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers (ii) Largo's customers are individuals who could previously afford expensive pianos, such as leading concert pianists, but that is no longer the case (iii) Expensive handcrafted pianos no longer offers a competitive advantage over inexpensive digital pianos (iv) Largo Piano company can utilise its brand name for uptake of digital pianos. The essay discusses how these assumptions can be better supported with evidence to strengthen the argument.
Firstly, the argument implies that the proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers. For example, if a company sells a product for $100, with annual sales of $1000, which is equivalent to 90% of its annual revenue, then it makes no sense to stop offering that product. Clarity on the proportion of sales and revenue brought in by the handcrafted pianos can better help understand the reasoning behind discontinuing a particular product.
Secondly, the argument suggests that Largo Piano company's products are currently only suited to sophisticated customers such as professionals, suggesting that offering products to professionals is one of their strategic advantages. There is no additional information to better understand how moving away from this particular strategy will support growth in annual revenue. To illustrate, if the digital piano is priced at 100 with around 100 novice customers, then the amount of revenue it would bring would be the same as revenue brought in by selling a single piano priced at 100,00 to a professional. The argument needs to support its claim by drawing comparisons between the market share of handcrafted pianos and digital pianos.
Thirdly, the argument also assumes that the Largo Piano company can utilise its brand name for the uptake of digital pianos. However, this might not necessarily be the case. The decision-making process utilised by an individual to purchase a particular product is based on a number of factors such as brand name, purchase price, and product reviews. Since, the digital piano would be the first kind of offering by Largo Piano Company it might take several years to see the same number of sales as that realised by Allergo, let alone outsell Allergo. This assumption could be better supported by conducting a market study that reveals the likelihood of a customer buying the digital piano from Allergo instead of Largo Piano company.
In conclusion, the argument is flawed and can be better supported with examples to better assess the validity of the claim.
good template, good diction, good read.. 6/6
30 Jul 2022, 00:29
Kudos
Bookmarks
AWA Score: 5 out of 6
Coherence and connectivity: 5/5
This rating corresponds to the flow of ideas and expressions from one paragraph to another. The effective use of connectives and coherence of assertive language in arguing for/against the argument is analyzed. This is deemed as one of the most important parameters.
Paragraph structure and formation: 3.5/5
The structure and division of the attempt into appropriate paragraphs are evaluated. To score well on this parameter, it is important to organize the attempt into paragraphs. Preferable to follow the convention of leaving a line blank at the end of each paragraph, to make the software aware of the structure of the essay.
Vocabulary and word expression: 3.5/5
This parameter rates the submitted essay on the range of relevant vocabulary possessed by the candidate basis the word and expression usage. There are no extra- points for bombastic word usage. Simple is the best form of suave!
Coherence and connectivity: 5/5
This rating corresponds to the flow of ideas and expressions from one paragraph to another. The effective use of connectives and coherence of assertive language in arguing for/against the argument is analyzed. This is deemed as one of the most important parameters.
Paragraph structure and formation: 3.5/5
The structure and division of the attempt into appropriate paragraphs are evaluated. To score well on this parameter, it is important to organize the attempt into paragraphs. Preferable to follow the convention of leaving a line blank at the end of each paragraph, to make the software aware of the structure of the essay.
Vocabulary and word expression: 3.5/5
This parameter rates the submitted essay on the range of relevant vocabulary possessed by the candidate basis the word and expression usage. There are no extra- points for bombastic word usage. Simple is the best form of suave!
Follow the AWA forum rules:
https://gmatclub.com/forum/awa-forum-ru ... 64141.html
Good Luck
poojamodi
Can somebody please help to rate my essay? I have used online tool to rate it and it says 5.6 but I suspect a human would asses it differently so would appreciate any feedback that you might have. Thank you.
[b]“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers since they would be associated with the prestigious Largo name.”
[i][/b][/i]
The argument claims that the Largo Piano company has seen a decline in revenue, and thus, should introduce a line of digital pianos in a variety of price ranges to improve their sales. The argument has utilised Largo Piano Company's competitor's revenue increases from its line of inexpensive digital pianos as evidence to support the claim. However, the argument is flawed as it is missing additional information to better assess the argument, and thus, is flawed and unconvincing. The underlying assumptions are: (i) The proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers (ii) Largo's customers are individuals who could previously afford expensive pianos, such as leading concert pianists, but that is no longer the case (iii) Expensive handcrafted pianos no longer offers a competitive advantage over inexpensive digital pianos (iv) Largo Piano company can utilise its brand name for uptake of digital pianos. The essay discusses how these assumptions can be better supported with evidence to strengthen the argument.
Firstly, the argument implies that the proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers. For example, if a company sells a product for $100, with annual sales of $1000, which is equivalent to 90% of its annual revenue, then it makes no sense to stop offering that product. Clarity on the proportion of sales and revenue brought in by the handcrafted pianos can better help understand the reasoning behind discontinuing a particular product.
Secondly, the argument suggests that Largo Piano company's products are currently only suited to sophisticated customers such as professionals, suggesting that offering products to professionals is one of their strategic advantages. There is no additional information to better understand how moving away from this particular strategy will support growth in annual revenue. To illustrate, if the digital piano is priced at 100 with around 100 novice customers, then the amount of revenue it would bring would be the same as revenue brought in by selling a single piano priced at 100,00 to a professional. The argument needs to support its claim by drawing comparisons between the market share of handcrafted pianos and digital pianos.
Thirdly, the argument also assumes that the Largo Piano company can utilise its brand name for the uptake of digital pianos. However, this might not necessarily be the case. The decision-making process utilised by an individual to purchase a particular product is based on a number of factors such as brand name, purchase price, and product reviews. Since, the digital piano would be the first kind of offering by Largo Piano Company it might take several years to see the same number of sales as that realised by Allergo, let alone outsell Allergo. This assumption could be better supported by conducting a market study that reveals the likelihood of a customer buying the digital piano from Allergo instead of Largo Piano company.
In conclusion, the argument is flawed and can be better supported with examples to better assess the validity of the claim.
[b]“The Largo Piano Company has long been known for producing carefully handcrafted, expensive pianos used by leading concert pianists. During the past few years, however, our revenues have declined; meanwhile, the Allegro Musical Instrument Company introduced a line of inexpensive digital pianos and then saw its revenues increase. In order to increase Largo’s sales and in fact outsell Allegro, we should introduce a line of digital pianos in a variety of price ranges. Our digital pianos would be likely to find instant acceptance with customers since they would be associated with the prestigious Largo name.”
[i][/b][/i]
The argument claims that the Largo Piano company has seen a decline in revenue, and thus, should introduce a line of digital pianos in a variety of price ranges to improve their sales. The argument has utilised Largo Piano Company's competitor's revenue increases from its line of inexpensive digital pianos as evidence to support the claim. However, the argument is flawed as it is missing additional information to better assess the argument, and thus, is flawed and unconvincing. The underlying assumptions are: (i) The proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers (ii) Largo's customers are individuals who could previously afford expensive pianos, such as leading concert pianists, but that is no longer the case (iii) Expensive handcrafted pianos no longer offers a competitive advantage over inexpensive digital pianos (iv) Largo Piano company can utilise its brand name for uptake of digital pianos. The essay discusses how these assumptions can be better supported with evidence to strengthen the argument.
Firstly, the argument implies that the proportion of revenue from sales of expensive handcrafted pianos is higher compared to any other products offered by Largo to their customers. For example, if a company sells a product for $100, with annual sales of $1000, which is equivalent to 90% of its annual revenue, then it makes no sense to stop offering that product. Clarity on the proportion of sales and revenue brought in by the handcrafted pianos can better help understand the reasoning behind discontinuing a particular product.
Secondly, the argument suggests that Largo Piano company's products are currently only suited to sophisticated customers such as professionals, suggesting that offering products to professionals is one of their strategic advantages. There is no additional information to better understand how moving away from this particular strategy will support growth in annual revenue. To illustrate, if the digital piano is priced at 100 with around 100 novice customers, then the amount of revenue it would bring would be the same as revenue brought in by selling a single piano priced at 100,00 to a professional. The argument needs to support its claim by drawing comparisons between the market share of handcrafted pianos and digital pianos.
Thirdly, the argument also assumes that the Largo Piano company can utilise its brand name for the uptake of digital pianos. However, this might not necessarily be the case. The decision-making process utilised by an individual to purchase a particular product is based on a number of factors such as brand name, purchase price, and product reviews. Since, the digital piano would be the first kind of offering by Largo Piano Company it might take several years to see the same number of sales as that realised by Allergo, let alone outsell Allergo. This assumption could be better supported by conducting a market study that reveals the likelihood of a customer buying the digital piano from Allergo instead of Largo Piano company.
In conclusion, the argument is flawed and can be better supported with examples to better assess the validity of the claim.
