TECHNIQUE OF FAST READING

ENGLISH COMPREHENSION

English Comprehension
(Passage padhne ka tarika: Bolkar bilkul na padhen.
Lips must be closed. Dont read by lips. Read in
mind. Use your figure below every line and read
in mind, understand the meaning in mind. This
will increase your reading speed by triple within
30 days.)

This is your finger keep moving it below line and

understand the reading line in mind.
After 30 days, you will be given Scan method for
max. speed.
Speed test -1

Start Time: .
Passage I

On a bright Fall morning in 1994, Doug Ivester, the recently anointed

president of Coca-Cola Company, was driving himself to Rome, Georgia, spinning
north along the interstate, the steel-and-glass towers of Atlanta receding behind him
as the landscape became an uneven blanket of pines.
Ivester had his day all planned out. Like plenty of Coke executives before him,
he had a certain fixation with Hollywood-the glitter, the lights, the adjustable distance
between image and reality. And now he was going to be a star in his own short film,
which he had already named The Road to Rome.
He had borrowed a sport-utility vehicle and hired a camera crew. Husky and
hawk-nosed, he had dressed down for the occasion in a V-neck sweater and left his
usual silk necktie at home. He aimed the boxy car toward Rome, pulling over every
so often at all kinds of places to ask whether they served Coca-Cola. It became an
exercise in frustration, if you happened to be the second-highest-ranking executive
at the company that owned the Coca-Cola brand. The cameras trailed Ivester at
every stop, recording the scene at a karate studio where the flustered owner

apologetically explained before the inquiring lens that he didnt sell Coke, and at the
Kennesaw Mountain tourist attraction, where there was no Coke, either. In his reedy
North Georgia twang, Ivester kept asking everyone in his path the same apparently
simple question: What if people coming to these places wanted a Coke? What if they
finished training for their black belt, looked around for a way to quench their thirst,
and realised there was no place nearby to get their hands on a Coke?
There was only one right answer in the script that he had dictated: theyd be
disappointed. So would hundreds, no, millions of other people across the globe, in all
of the other places where Coke still wasnt for sale in every possible nook that it
could be sold. The message of the film - that even right in its own backyard, a place
presumably already saturated with Coke, the Coca-Cola Company still had plenty of
room to grow -was an ongoing theme inside the company. And Ivester was going to
make sure Coke got every last bit of that growth.
There would be no Oscars for The Road to Rome, which was completed on a
modest budget that year and screened before the limited audiences - Wall Street
analysts mostly, and here and there a Coke bottler. But it was remarkable
nevertheless, articulating something beyond the typical corporate statement of
purpose. It was a graphic guide to the mentality of the Coca-Cola Company and the
mind of the man who now occupied its second-highest position: a man who believed
fervently and unremittingly in the supremacy of Coca-Cola.
That the drink was more than a century old and was still not being sold
absolutely everywhere hounded Ivester. People close to him claimed that he could
not sleep at night if he knew that a store, somewhere in the depths of the nation, any
nation, was not selling Coca-Cola. Maybe it was the pizza parlour in Omaha that
Warren Buffett, the legendary investor and Coke director, visited one day with his
grandson, only to report back that it served nothing but Pepsi. Ivester made it his
personal project to get the Pepsi out and the Coca-Cola in; within weeks, he had
made the change. Maybe it was a country like Vietnam, where for years American
business had been prohibited. Awaiting the day the embargo might end; Ivester had
a plane loaded with Cokes and signs and other equipment intended to capture the
new market. In 1994, a few hours after the State Department gave American
companies the green light to invest again in Vietnam, the Coke plane took off. It was
on a mission to restore the business that politics had inconveniently halted, almost
twenty years earlier.
Like many of the people at his company, Ivester had a relentless faith in the
drinks appeal for people of all ages, races, cultures, and economic profiles. To him, if
Coke was on the shelf, or in the vending machine, or in the dispenser down at the 7
-Eleven, then thats what people would buy. But still; even in tried-and-true Coke
country, like the hills of Georgia - the part of America where Ivester himself grew up there were plenty of places that didnt stock it. And the key to filling in all those holes,
to completing the programme put forth by legions of Coke men culminating with
Ivester was to seal the gaps between the Coca-Cola Company and its historically
feisty and independent bottling system.
The Coca-Cola Company was 108 years old on the morning that Ivester set
off for Rome, and it was already the biggest soft--drink company in the world.
Nineteen ninety-four was its greatest year yet. People drank Coca-Cola morning,
noon, and night in the United States, where Coke had gotten started. In many places

Coca-Cola stood in for coffee as the way people began their day. It had replaced milk
and fruit juice in many lunchboxes, even in baby bottles in some places, if everything
you heard was true. Ivester liked to predict that one day, along with red wine and
water goblets, a formal table setting would have to include a broadshouldered CocaCola glass.
That was just one of Ivesters goals and he usually got what he wanted. Over
the previous decade, he had transformed Coke from a nodding institution into a
sleek and ultra-competitive global champion, envied and imitated by dozens of other
American companies. Along with two colleagues, Roberto Goizueta and Donald
Keough, he had created a monolith that tapped skillfully into emerging markets and
pumped unexpected growth out of old ones. They had turned a well-known brandname soda into a money machine, an ice veined fountain jingling with cash. As
Ivester drove along the road to Rome, Coca-Cola was the best known product in the
world. The company was selling Coke at the rate of 850 million eight-ounce bottles a
day, or 310 billion bottles a year. Stacked one on top of another, a years worth of
global Coke sales would create a tower reaching nearly all the way to Mars,
fourteen months of sales would get you all the way there.

(total =1058 words)

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Speed test -2

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Passage II
M.W.M. Yeatts was by now Census Commissioner. Work had been going on
for the 1941 Census. He had decided that the Census would no longer attempt any
record of castes. Questions began to be raised about this decision. The Home
Member, Sir Reginald Maxwell himself was unhappy. A master at Divide and Rule,
he knew only too well the usefulness of the count. But Yeatts held his ground - for a
while. When in 1939 queries were sent to him about the omission of caste and
suggestions advanced for inclusion of new items - sources of livelihood, income
levels, etc. - he recorded how every additional item increased the
expense of enumeration and even more so of tabulation. Moreover, he wrote back
on file, To seek detail for details sake is the great pit into which statisticians - and
the public who pursue them - so often fall. I am determined that the Indian Census
should avoid this. Apart from the intellectual reasons condemning such a practice,
he added, there is the important consideration that the Indian Census has reached
perhaps the limit of manageability from the point of view of cost and possibly, unless
care is taken, from the point of view of dimensions also. If detail is thoughtlessly
added, a noble and historic undertaking may be swamped in it.
He was told that some provincial governments had raised objections to the
omission of caste. Yeatts, therefore, decided that broad categories would be

tabulated: Brahmins, Other Hindus, Scheduled Castes, and Primitive Tribes.

Maxwell was not satisfied. It is not clear whether the Census Commissioner means
only that caste will not be tabulated or that it would not even be enumerated,
Maxwell recorded in a detailed note, nor why the classes scheduled castes and
primitive tribes as among Hindus. If this were the case (1) Brahmins and (2) Other
Hindus would be the only two categories. He cited the opinion of a majority of
Provincial Governments that caste is so much built into the social structure that it
could not be omitted and that although some Governments seem to refer only to the
broad divisions of the Hindu social structure others obviously contemplate a
recording of castes in detail, and this opinion must have due weight.
A meeting was consequently held between the Home Secretary, Conran
Smith, and Yeatts, and eventually between them and Maxwell. The question in the
1941 Census would be the same as in the 1931 Census, it was decided. The answer
that the respondent gives is what will be recorded. The question of whether the data
would be tabulated caste-wise will be decided later, depending on the finances that
become available for the Census, and the cost that such tabulation will entail. The
record of the meeting added, The H.M. [Maxwell] expressed doubt regarding the
classification of scheduled castes and primitive tribes among Hindus. It is possible
for a person to belong to the scheduled castes and also profess the Hindu religion,
it was explained, but the questions are distinct and will be answered separately.
(total= 511 words)

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Passage 3
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It is evident however that in a country having only a seasonal
rainfall an immense quantity of rain-water must necessarily run off the
ground. The collection and utilisation of this water is therefore of vial
importance. Much of it flows down into the streams and rivers and
ultimately finds its way to the sea. Incredibly large quantities of the
precious fluid are thus lost to the country. The harnessing of our rivers,
the waters of which now mostly run to waste, is a great national problem
which must be considered and dealt with on national lines. Vast areas of
land which at present are mere scrub jungle could be turned into a fertile
and prosperous country by courageous and well-planned actions.

Closely connected with the conservation of water supplies is the

problem of afforestation. The systematic planting of suitable trees in
every possible or even in impossible areas, and the development of what
one can call civilized forests, as distinguished from wild and untamed
jungle, is one of the most urgent needs of India. Such plantation would
directly and indirectly prove a source of untold wealth to the country.
They would check soil erosion and conserve the water, and would
provide necessary supplies of cheap fuel, and thus render unnecessary
the wasteful conversion of farmyard manure into a form of fuel.

The measures necessary to control the movement of water and

conserve the supplies of it can also serve subsidiary purposes of value
to the life of the countryside. By far the cheapest form of internal
transport in a country is by boats and barges through canals and rivers.
We hear much about programmes of rail and road construction, but far
too little about the development of internal waterways in India. Then,
again, the harnessing of water supplies, usually also makes possible the
development of hydro-electric power. The availability of electric power
would make a tremendous difference to the life of the countryside and
enable rural economy to be improved in various directions. In particular,
it would enable underground water to be tapped to a greater extent than
at present, and thus help to overcome the difficulties arising from
irregularity of inadequacy of other sources of supply.
(total= 369 words)

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