Marketing Strategy of Yamaha

7/23/2019 Marketing Strategy of Yamaha

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EXECUTIVE SUMMARY:

Yamaha Motor Escorts Limited (YMEL) is a joint venture company formed by the alliance of Escorts

Limited,the Flagship company of the Rs !"## crores Escorts $roup,a major in the t%o&%heeler business and

Yamaha Motor 'ompany Limited (YM'L),apan

Recently YMEL launched a ne% bie * Yamaha 'ru+ in ecember,-##. My /roject %as aimed at investigating

about the a%areness level of 'ru+ from the o%ners of the competitive brands0hese competitive brand names

are 1ero 1onda2s 3plendor and ' 4##533 and 6ajaj2s 'aliberMy /roject also aimed at determining the

primary factors %hich influence scooter o%ners to shift from scooters to motocyclesMy project %as restrictedto ne% elhi only and sample si7e %as -8# including 4## for scooter o%ners and the rest 48# divided e9ually

among the three competitive brands,that is,3plendor &8#,'aliber &8# and 'd 4##533 &8#:uestionnaries %ere

made and %ere filled by the respondents and the data collected %as analy7ed to get some useful results

;fter analy7ing the data, %e discovered the primary factors influencing scooter o%ners to shift from scooters to

motorcycles 0he prominent among these factors %ere that motorcycles have better fuel economy,motocycles

are more stylish and the engine po%er of motorcycles is more as compared to scooters <e also discovered that

the a%areness level of Yamaha 'ru+ %as very lo% and this %as primarily due to lac of advertisements and

other promotional activities0hus, in the end some recommendations %ere also given to Yamaha Motor Escorts

Limited so that they could tae the re9uired preventive measures



Sr.No CONTENTS PAGE

1. Declaration 2

2. Certifcate 3

3. Acknowledgement 4

4. Declaration By The Learner 5

5. Eec!ti"e #!mmary $

$. %ntrod!ction &

'. Com(any )rofle 1*

&. Com(etitor+, Analy,i, 14

-. amaha+, Core Com(etencie, / #0T Analy,i, 15

1*. istribution =et%or > 3trategy 1$

11. %ntrod!ction o amaha Cr! 23

12. ey inding, 24

13. Concl!,ion 2-

14. ecommendation 3*

15. Bi6liogra(hy 31

1$. 0e6liogra(hy 31

TABLE OF CONTENT



INTRODUCTION

0he Escorts $roup, %ith Escorts Limited as its flagship company, is among ?ndia@s largest corporations

operating in the diverse fields of agri&machiner, telecommunications, information technology, healthcare, bi&

%heeler, construction > material handling e9uipmen, automotive > rail%ay ancillaries and financial services

0he $roup has 4A modern manufacturing facilities > an e+tensive mareting net%or spread across the country

0he major global alliances of the $roup include '6 & BC, Yamaha & apan, 'lass, Mal and $oet7e $ermany,'arraro & ?taly, Long ';, Distaar > 4- & B3;, First /acific & 1ong Cong, ?F3 & 3%eden and /L&M0

&/oland

Creation

0he genesis of Escorts goes bac to 4A.. %hen t%o brother, Mr 1 / =anda and Mr Yudi =anda, launched a

small agency house, Escorts ;gents Ltd in Lahore 0he ne+t 8# years sa% Escorts surge ahead and become oneof ?ndia@s largest conglomerates Escorts gauged the need for modernising agriculture and pioneered farm

mechanisation in the country ?n 4A. Mr M/ =anda established Escorts ;gri &Machinery Limited, to maret

tractors and farm implements ?t set up the first dealer net%or of its ind to maret tractors for import purpose

Escorts soon became the number one tractor selling company in ?ndia @Mean%hile, the company branched into

manufacturing piston rings in ?ndia in collaboration %ith $E0GE <ERCE of $ermany

Present Scenario

n assuming the 'hairmanship of the $roup, in ;pril 4AA., Mr Rajan =anda, undertoo a major restructuring

programme to give sharper focus to the businesses 0his involved building alliances %ith global players and

improving maret capitali7ation, %hich resulted in each business becoming an independent entity %ith defined

partnerships, technology, customers and business economics

0he recent past also %itnessed a major shift in Escorts@ business focus, %hen it broe a%ay from its traditional

identity of being a purely engineering company and made its foray into the service sector of telecom and

information technology 0he $roup has since re&evaluated its focus %ith thrust on areas of high gro%th namely

agri machine, telecom, soft%are and healthcare 0o%ards this end, the $roup has recently launched a major

initiative in ?nternet and E&commerce 0he remaining businesses are strategic investments for generating value



Vision H

;s Escorts marches into the -4st century, it does so %ith a clear vision, rene%ed commitment and ability to

perform 0he ultimate objective being to create value for its shareholders

• 6e maret leaders in area of high gro%th business of ;gri,0eleco,?nformation 0echnology and

1ealthcare

• ?n other 6usiness generate value through strategic investments

• /rovide %orld class 9uality products and services to consumers

• 0hrust on developing major e+port marets

Mae the group investor attractive by creating value for customers %hich ultimately creates value for

shareholders



Compan Pro!i"e#

YAMA$A

Yamaha Motor Escorts Limited (YMEL) is a join ( venture company formed by the alliance of Escorts Limited,

the flagship company of (he Rs !"## crores Escorts $roup, a major in the t%o&%heeler business and Yamaha

Motor 'ompany Limited (YM'L), apan

0he global giant in t%o&%heelers business over ! decades and having the distinction of putting over -8 lah

t%o&%heelers on ?ndian roads 0he company has presently

t%o manufacturing facilities located at Faridabad in 1aryana > at 3urajpar in Bttar /radesh

Bsing state&of&the&art technology for its Rajdoot, Yamaha and Escorts range of motorcycles, the company is on

the fast trac to mae its presence felt in all the segments of the t%o&%heeler industry, offering e+citing

machines not only to the ?ndian customers, but also being a leading e+porter of t%o&%heelers ?t is his pro+imity

to the customers that gives YMEL the confidence of riding into the ne+t decade %ith %orld&class technology

Meeting the diver needs of the customers millions of bies across millions of miles

Yamaha ver the 0eam

4A"#& 3ecured license under technical collaboration %ith 'EC/,

/oland 4A"4& btained -! acres of land for separate factory

4A"- & ;ssembly and partial manufacturing started in plant 4

4A". & Machinery %as installed in the ne% building

4A"8& Manufacturing activities shifted from plant 4 to (he present building

4AI- & $03 & a small motorcycle %as introduced

4AIA & Entered in technical collaboration %ith Yamaha Motor 'ompany of apan for manufacturing !8#cc

motorcycle

4A! & Letter of intent obtained for manufacture of 4##cc motorcycle

4A! & Launched !8#cc motorcycle in the maret all over ?ndia 4A. on identified scale, manufacturing

facilities of various components %ere improved upon by the introduction of . generation machine, e9uipment

4A. & 4I8cc 3uper& model %as introduced

4A8 3tarted manufacturing of RJ&4##cc motorcycle in technical collaboration %ith Yamaha Motor 'ompany,

apan 4A8 & ?nstalled KBYEMBR;, automatic electroplating plant

4AA & ?ntroduction of indicators in e+isting 4I8cc Rajdoot motorcycle

4AA# & Bp gradation of 4I8cc motorcycle by introducing ne%er technology and styling such as bringing in of

EJ'EL&0 %ith telescopic front fors5modern system



4AA! & Electronic ignition system of Rajdoot launched

4AA8 & 3tarted manufacturing 8#cc moped on !4 March

4AA" & ?3 A##4 %as achieved

4AAI & Launch of Yamaha RJ and 4I8cc Escorts ;'E 4A & Y6J .&stoe bi&%heeler %as launched

-### & Y&4-8 launched -### & 3hare of Yamaha Motor 'ompany, apan rose to I.,, so tae over of EscortsYamaha Motor Ltd (EYML) and conversion to Yamaha Motor Escorts LtdKK

-### & Yamaha 'ru7 launched in ecember

-##4 & n 4. une, Yamaha Motor Escorts Ltd %as officially taen over by Yamaha Motor 'ompany,

apan -##- * Libero

Recent 'hanges

On %&' ()ne* +,,%* Yama-a Motor Escorts Limite. as o!!icia"/s ta0en o1er 2 Yama-a Motor Compan

Limite.* (apan'

bjectives of Yamaha Motor 'ompany Limited H

4 'ustomer satisfaction strengthened by improving dealer net%or, the shops and maing customer more

comfortable

- 3trengthening research and development

! =e% motto K3peed, :uality, Yamaha@s riginal esignK

. ptimi7ing the internal %oring system

8 Yamaha the Cando 'ompany Cando is a uni9ue apanese %ord %hich means, K0ouching /eople@s 1eartsK

Competiti1e Ana"sis#

3inetic Ma-in.ra Dea" 4 5ear"ess 2i0esH M>M, ?ndia s largest tractor and utility vehicle maer has already‟

bought the business assets of loss maing scooter maer Cinetic Motor 'ompany and has #N of the share inD by investing Rs 44# crore to gain an entry into the t%o&%heeler maret 0his means that though this deal

Cinetic %ill get the support of financial muscle of Mahindra Finance %hereas, for CM' it2s a %in&%in situationas Mahindra has global sourcing e+pertise and e+perience in building differentiated products

6 E6Bi0esH 0here are several players in this segment %hich includes Y bies, 63; Electric bies, E&bie ?ndia,%ith the increasing global prices of crude oil and gas the demand for such types of bies is increasing slo%ly

but in consistent fashion- T-e NANO E!!ect: 0;0;2s launch of 4 Lac car has obviously raised concerns for t%o %heeler automobileindustry, as consumer might %ant to buy a .&%heeler %hich is available to them almost at comparable price

;lthough the speculation %as there that after the launch of 0;0; =;= there might be a drop of -#N in

gro%th of t%o %heelers, the decline is definitely there but not at such high e+tent



- The switching costs in NANO’s case would be high but they would be getting a benefit of 4-wheeler but in

case of E-Bikes and Gearless Bikes such as Kinetic onda switching costs are not !uch high so in a countrylike "ndia for fe!ale dri#ers and teens$ gearless bikes and E-bikes are %referred&

- The relative price of substitutes like E-bikes and Kinetic would be lower as co!%ared to NANO but relative

quality such as engine$ features bikes like '($ Kari)!a$ *+, would ha#e an edge&

OVERALL# Lo78Me.i)m

*ationale ?ndian t%o&%heeler premium bie industry has been able to create a niche for itself %hich primarily

runs on three factors namelyH .ileage/.aintenance 0ost$ *eliability and 1tyle& Even though E&6ies and =ano

might be able to dra% some customers a%ay from geared bies but they are still not capable enough to become

the ride of the youth of the country %ho are more looing at it as a style statement

Suppliers of auto components are fragmented and extremely critical for this industry&

- Most of the component %or is outsourced proper supply chain management is costly yet needed& 3uppliers can influence the industry by deciding on the price at %hich the ra% materials can be sold 0his is

done in order to capture profits from the maret

- 0he industry being capital intensive the s%itching costs of suppliers is high- 3upplier2s product differentiation is lo%

- 3upplier2s threat of for%ard integration is lo% as the capital investment re9uired is very high and suppliers aresmall and fragmented&DER;LLH Lo%

RationaleH Even though the availability of high 9uality components is very critical for the auto

manufacturers, the parts are not highly differentiated %hen it comes to additional features and a huge number of

small companies have already come up %ho manufacture such components The (olitical in7!ence o

inc!m6ent, hel(, them get a"or, rom the go"ernment which make, it di8c!lt or new entrant,

to 7o!ri,h .1?$1ER&E= 6?CE3H 1igher end bies such as Ca%asai =inja (/riced at Rs -I lacs, =inja is a

-8#cc .&stroe bie), 6M< bies (/riced at Rs 4 lacs up%ards and models lie R 4-## $3, 3 4### RR and

bigger C series bies %ith .&cylinder engines), ucati (/riced up to Rs 4#&.8 lacs, %ith 48 different models

including, 1yper Motard, Monster, 3treet Fighter, esmosedici RR, 36C and 3port 'lassic, %hich are po%ered by "A"& 4,4Acc engines) have also entered into ?ndia 3ince they have global presence and strong brand

recognition %orld%ide, 6ies such as Yamaha R48, R4 can face competition from these players, but the

customer base in high end maret is not very significant 0he barriers to entry is very high due to presence of

strong players lie Yamaha, 1ero 1onda, 0D3

& ?ndustry gro%th rate(';$R) in past decade is almost 4#N %hich is definitely not so much lucrative after

liberali7ation and ?ndia s $/ has gro%n up to N‟

& ;fter the liberali7ation policy of A4 barriers to entry for this segment has reduced and government regulations‟

and ta+es have been rela+ed

& Cost .isa.1anta9e %ould be there for the ne% players since e+isting players already benefiting fromecono!ies of scale&

& Initia" Capita" Re:)irement for setting up production plant, mareting costs, supply chain management

%ould be high& Access to Distr)2)tion c-anne"s %ould be tough and capital intensive if the ne% competitor doesn t tie up‟

%ith any of e+isting player (eg Ca%asai has tie up %ith 6ajaj Motor Limited)

OVERALL# LO;

RationaleH Looing at the high barriers to entry due to the initial capital re9uirements and other

?nfrastructure lie access to distribution channels and also the lo% gro%th rate, the industry



3hould not see many ne% players entering the arena

&1igh per capita income maes buyers less price sensitive thereby decreasing the bargaining po%er

& 1igh e+pectations from buyers in terms of 3tyling and po%er due to increase in n)m2er o! mo.e"s in a"" t-e

cate9ories, the buyers are empo%ered to a large e+tent ealers t-reat o! 2ac07ar. inte9ration is "o7 as the

capital investment re9uired is very high and buyers are small and fragmented

& Importance o! t-e pro.)ct to 2)ers is -i9- due to other factors lie traffic congestion, fuel prices6 Pro.)ct .i!!erentiation .e!inite" e<ists and %hole industry is different from other industries

- The other industries are ha#ing %roducts that can act as substitutes but then the switching costs o! 2)ers is

-i9-

OVERALL# $I5$

0he concentration o! competitors is high ie 6ajaj ;uto, 1ero 1onda, CM', Royal Enfield, 0D3, LML etc &

0he re"ati1e si=e o! competitors is "ar9e and they have enough operational e+cellence and financial muscle

& Pro.)ct .i!!erentiation is "o7 as any product being matched in a fe% months by competitor

& ?ndustry gro%th rate(';$R) in past decade is almost 4#N %hich is definitely not so much lucrative after

liberali7ation and ?ndia2s $/ has gro%n up to N& ?ndustry is earmared %ith high profit margins

& 6uyers s%itching costs are lo% as each company has its o%n portfolio of products and it can cater to each and‟

every segment

OVERALL# $I5$8VERY $I5$

RationaleH 0he industry is earmared %ith large and po%erful competitors lie 6ajaj and 1ero 1onda, %ho

already have a huge maret share ue to moderate industry gro%th rate of 4#N, the struggle to increase sales is

being reduced to a constant&sum game %here everyone is trying to outsmart the competitors by innovations and price %ars



'M/E0?0?R23 ;=;LY3?3PRODUCTION IN PROFITS> No' o! mo.e"s in Variants

CAPACITY

%?,cc@ 2i0es

in )nits

ERO $ONDA !A##### Yes 8 48#cc&--8cc

$ONDA 4###### =o - 48#cc&-8#ccMOTORS

A(A( AUTO !"A#### Yes . 4#cc&--#cc

VS MOTORS -.-#### Yes . 48#cc&--#cc

YAMA$A "##### =o ! 48#cc only

6ig players such as 1ero 1onda and 6ajaj (as sho%n in the figure above) have e+ercised a huge

6argaining po%er over suppliers as %ell as buyers ;s such, Yamaha receives heavy competitive

pressures especially on grounds of the cost as %ell as distribution leadership assumed by these players

'urrently Yamaha is providing bies only in 48#cc %hereas their counterparts are have already

launched their bies in 48#&-8#c bies ;lso, Yamaha s annual capacity is very less as compared to‟

other competitors Orefer ;nne+ure * ; for detailed competitor analysisP

Reso)rces Capa2i"ities #

o)rce 0angible5 'apabilities /otential access Dalue ifficulty in

?ntangible to %ide variety contributed to imitation5subof marets end product ion

r0etin9 ?ntangible ut of the bo+ 1igh Lo% Lo% promotional ideaslie organi7ing roc

concerts



YAMA$AS CORE COMPETENCIES

Yamaha ?ndia s R> is considered to be the core competency for Yamaha because they produce very‟

po%erful engines

• 0he YGF R48 is the first ?ndia made motorbie to mount a li9uid cooling system for a better engine

performance Li9uid cooling has the ability to eep do%n the temperature in a high&performance engine

that %ould other%ise reach very high temperatures 0hat@s %hy it is used on race machines ;lso, the

li9uid coolant in a li9uid&cooling system absorbs engine noise 0hat@s %hy the engine is 9uieter and the

ride has a 9uality feeling

• ia3il cylinder facilitates cooling performance because aluminium dissipates heat ! times faster than

steel

• 0he YGF&R48 and FG4" engines have a single&a+is balancer 0his reduces engine vibration, %hich in

turn reduces vibration felt by the riders at the front and rear of the seat, the handlebars and the footrest

;ll these technologies facilitate a better engine performance, good acceleration capability, a good balance %hich

%ill provide a good riding performance ; good R> is al%ays a valuable for any company 0he above

technologies %hich Yamaha develops are very rare ?t is also very costly to imitate because setting ne% R>

re9uires huge investment for the competitors

S;OT ANALYSISSTREN5T$S ;EA3NESSES

• 6ac&up support from the parent • 6elo% industry standard production

company capacity

• 1ighly e+perienced management • /oor istribution channel

• $ood R> set up • =o mareting aggressiveness

• /remium technology • ?nternal 1R issues

• Established 6rand • perational ineffectiveness

• /rime location near ra% material • 3torage problems

providers • Lac of diversified product portfolio

OPPORTUNITIES T$REATS

• ?ncreasing urbani7ation leads to gro%ing • 1igh competition in the maret

premium segment • Rise in ra% material products

• First mover advantage in sports premium • ?ncrease in interest rates on finance bies (8##ccQ) • 'ars available in the same price range

• ouble digit gro%th in t%o %heeler geared industry• E+ports opportunities



Distri2)tion Net7or0

Yamaha Motor Limited has a very systematic and %ell developed distribution

net%or ?t uses a very simple, 0%o&%ay distribution system, to reach out to its

'ustomers %hich is as follo%sH

0here are t%o movements involved in the above distribution system H

? /rimary Movement & From the /lant to the epot

- 3econdary Movement & From the epot to the ealer

?ts distribution net%or covers 8## dealers (%hich consists of -8# main dealers and

other sub&dealers and stoc lists) through -- depots spread all over the country <ith

such an e+tensive distribution net%or, Yamaha Motor Limited is sure to reach

every part of the country

;or0in9 o! t-e Distri2)tion Net7or0

0he %oring of the distribution net%or is 9uite easy to understand 6efore theMotorcycles leave the plant, they are levied %ith the e+cise, after that they are

0ransported safely to the depots from %here they are transported to the retailers

and then finally to the customers

Specia" Cases#

0here are some special cases in %hich the delivery of the motorcycles is to be

1urried due to increased demand in a short span of time 1ere the distribution

net%or, %hich is follo%ed, is as follo%sH

ver a span of fe% decades, Yamaha has developed a sound and efficient distribution system by building goodand healthy relations %ith the depot incharges and the retailers Yamaha also provides the necessary incentives

to the depots and the dealers %hen re9uired

6enefits from summer training at Yamaha motors limited 3ummer training in Yamaha Motor Limited %as my

first step into the corporate %orld ?t %as a great learning e+perience for me and helped me to a great e+tent in

ac9uiring sills that are essential for %oring in an organi7ation 0his e+posure also helped me in improving my

interpersonal and communication sills ? have no% understood the importance of discipline in life and strongly

feel that to be successful in life, one has to be disciplined and focused



0he training proved to be very beneficial for me as it helped in,H in inculcating various sins %hich are as

follo%sH

Team ;or0in9

0he %or environment at Yamaha Motor Escorts Limited gave me an opportunity to e+plore my team %oring

sills and gave me a better understanding of ho% to %or in co&ordination %ith my colleagues as a team %hich

is a pre&re9uisite for any successful corporate house

Comm)nication S0i""s

0here %as a lot of interaction %ith all types of people %oring in the organi7ation 0hese people included my

colleague, my project guide and other employees 0his helped in improving my interpersonal sills as 4 learnt to

put for%ard my ideas and suggestions using the right %ords and phrasesFor the collection of the primary

information on motorcycle segment,? had to communicate %ith the dealers %hich improved my verbal

sillsForgetting the 9uestionnaires filled by the respondents, sometimes ? had to interact %ith them in the local

language

;fter the completion of the project,? submitted a formal report to Yamaha Motor Escorts Limited,<hich

?mproved my %riting sills

TIME MANE5EMENT #

<aste of time is money? reali7ed the importance of this phrase during my one and half months of summer

training 0he organi7ation environment, %hich ? %as e+posed to enhanced my time sensitivity and taught me

ho% useful it is to manage your time and finish the %or assigned in time Regular going to %orplace and

reporting on time helped me use my time in the most efficient manner

Decision6Ma0in9 S0i""s #

;s ? %as given the authority to frame the 9uestionnaires, some important decisions regarding the frame%or of

9uestionnaires had to be taen by me 0his made me reali7e that decision&maing is an integral part at every

level in the corporate hierarchy and helped me to tae 9uicer and %iser decisions

Persona"it De1e"opment#



;bove all the sills that ? have ac9uired %oring at Yamaha Motor Escorts Limited, the most important is the

overall development in my personality ? learnt ho% to be patient and tolerant to%ards the varied moods of the

respondents 0aing decisions and handling responsibilities boosted my self&confidence 0he encouragement

and continuous support of my superiors and colleagues made me more determined and motivated to%ards my

%or, in spite of the difficulties faced by me at every step

STRATE5Y#

4) Yamaha has shifted its focus from the lo%er end segments to the premium segment of bies ?t aims to

provide its customers the full range of its engineering marvels that mae Yamaha the company that it is

-) Yamaha has a very strong focus on the technical department, the result of %hich can be seen %ith Yamaha

comfortably leading the constructor s championship in the 3uperbies racing %ith Dalentino Rossi and 'olin‟

Ed%ards as their riders

!) Yama-a -as aime. to 2ecome t-e No'% in c)stomer satis!action an. is "oo0in9 !or7ar. to pro1i.in9 t-e

c)stomer 7it- an e<perience 7it- its pro.)cts'‟

.) 0he target maret of ?ndia Yamaha Motors is the young and enthusiastic 4&-8 yr lds %ho are %illing to trytaing the not so much treaded path of buying the sports bie rather than a utility t%o %heeler 0hese young‟ ‟

guns are very conscious of the style 9uotient and loo for%ard to their ride being a personality statement

8) <ith the increasing dispensable income in ?ndia and gro%ing middle and upper middle class segment

Yamaha is sure to find many prospective customers

")For a long time till -##I&#, Yamaha has been follo%ing the cost contro" strate9 2 !oc)sin9 on t-e "o7 4

en. %,,cc 2i0es "i0e Cr)< an. A"2a' T-is 0ept it mar0et s-are to 2e"o7 ?' In "ie) o! t-e 9ro7in9 In.ian

econom an. t-e nee. !or .i!!erentiator pro.)cts* Yama-a re1ampe. its strate9 an. s-i!te. its !oc)s to

premi)m 2i0es'

I) T-e %,,cc 2i0es are s)pp"ie. on" i! t-ere is a p)""* 2)t t-e compan -as c"ear" in.icate. t-at it sees

its !)t)re in t-e mi.6mar0et an. premi)m se9ments'

) 0he company is not just %illing to limit itself to just presti9e pricin9 ?t %ill provide more value to the

customer in terms of attributes lie great technology, superior design, ergonomics for long distance travelling

etc For e+ample the company %ill be launching its ne% superbie in the 4###cc segment ;part from this, it is

also optimistic about the FG&4" series it has launched in the mid&maret segment (48# cc) bies 3o hence, %e

can see that the aim is to provide niche products for the diverse customer segments 0his is its mar0et

.i!!erentiation strate9'

Competitors 3e P"aers

0he ey players in the motorcycle segment are as no%s

0he motorcycle majors & 1ero 1onda, Yamaha Motor Ltd, 0D3 &3u7ui i Ca%asai 6ajaj dominate the ?ndust,

0hese players account for about A-N of the total motorcycle sales 0hese four players cover both categories of

motorcycles, the - & stroe and the . & stroe models 1ero 1onda and Ca%asai 6ajaj industries are involved

in the production of .&stroe models only 0D3 & 3u7ui is providing only - & stroe models <hereas Yamaha

Motor Ltd is the only group to produce both - &stroe and . & stroe models



?n present scenario, the 1ero 1onda group is the maret leader in motorbie industry 0hey are producing

models %hich are highly appreciated by the customers and match %ith the maret demand and re9uirements



Yama-a Cr)<

0he Yama-a Cr)< is a 4#" cc, single&cylinder four&stroe motorcycle made by ?ndia Yamaha Motor 0he 'ru+

is designed for ?ndian marets ?t %as launched in -##. replacing RJ 4##, as -&3troe engines %ere not able to

meet government@s emission norms ther Yamaha motorcycles such as the Y6R 44#, earlier no%n as ;lba

4#" and Libero ($8) share the same refined engine Bnlie Y6R 44#, 'ru+ has round head lights %hich give it

a classic loo ; different version of 'ru+ no%n as 'ru+ R and 'ru+ 3 %ere introduced %ith the samespecifications but rectangular headlights 6ut after it could not mae a considerable sales, the production %as

halted Bser and o%ner claimed mileage and top speed is 88mpl and A8mph respectively

Specifications

• Engine type Air-cooled, 4-stroke, SOHC, 2-valve

• Cylinder arrangement Single-cylinder

• Fuel tank capacity 11 liters

• Engine oil capacity 1! liters

• "inimum ground clearance 1#! mm

• Suspension type $Front % &ear' (elescopic % S)ing arm

• *rake type $Front % &ear' +rum $1! mm +ia' % +rum $1! mm +ia'

• Frame type +oule cradle type, steel

• "a.imum po)er /#0S $ k3' % /,!! rpm

• "a.imum torue /56m % #,!!! rpm

• According to Yamaha, the Crux delivers 91 kmpl fuel economy

• Price 38,073

Lo7 sa"es o! Yama-a cr)<

;n ambitious target of doubling sales this year to three lah motorcycles

0he Yamaha 'ru+ made a very 9uiet and unannounced entry, %ithout much fanfare as a first taste of apanese

strategy after Yamaha loo 4##N control over the joint venture %ith Escorts 0he bie therefore does not carry

the latter name bviously they felt that price alone %as the sole criterion ;t almost A,### rupees less than their



earlier offering Sthe Y6J, there is some sense in this and the 'ru+ has crossed in - months the sales figure of

the Y6J, even %ithout any advertising Yamaha Y6J is Yamaha2s First . stroe Model in ?=?; ?t is the first

Motorcycle in .&stroe category belo% !8#cc to produce double digit po%er Yamaha Y6J is introduced in the

year 4AA > then further his ne%er version is launched in -##4



Conc")sion S7itc- O1er Tren.s#

?n the scooter maret, our main objective %as to find out the number of customers, %ho %ant to shift from

scooters to motorcycles

;naly7ing the maret survey, %e concluded thatH

!.N of the scooter o%ners plan to buy a motorcycle hit the future ut of these !.N

customersH

!!N customers %ant to buy %ithin 4 year

!!N customers %ant to buy after 4 year

4AN customers %ant to buy %ithin " months

4#N customers %ant to buy %ithin ! months

8N customers %ant to buy %ithin 4 month

""N of the scooter o%ners do not plan to buy a motorcycle in future From these ""N customer, en9uired about

the a%areness of Yamaha 'ru+ and the results %ere as follo%sH

"8N customers do not no% about Yamaha 'ru+

!8N customers no% about Yamaha 'ur+



Recommen.ations

1o%ever the company implemented the change process effectively, but there %ere still some %eanesses 3o, ?

%ould recommend some ideas, %hich the company could have implemented for a successful change process

and ? %ill also give some recommendations on future measure, %hich the company can tae to bring about

effective change 0hese are as follo%sH

T YM? %ent for the installation of ne% machinery to cope up %ith the technological changes ?nstead of

installing the ne% machine, they could have got the old machinery upgraded 0his %ould have saved a lot of

e+tra cost incurred

T YM? must respond to changes in its environment 9uicly <hen competitors introduce ne% products or

services, government agencies enact ne% la%, important sources of supply go out of business, or similar

environmental changes tae place, YM? should respond 9uicly and should mae plans to implement changes

so as to bring about an effective and a planned change process 0his type of a change process %ill ensure less

resistance from the employees

T YM? must try to build good relations bet%een employees in the organi7ation, as the people %oring in the

organi7ation are a mi+ture of apanese and ?ndians, %hich are totally different cultures 3o ma+imum co&

ordination bet%een the ?ndians and the apanese employees should be forced so as to improve the overall

efficiency of the employees

T 0o improve the %oring environment %ithin the organi7ation, Y;M;1; should organi7e cultural

programmers so as to get the apanese and the ?ndian culture together 0his %ould fill up the cultural gaps

bet%een employees in the organi7ation and they %ould respect each other@s culture, %hich in turn is good for a

bright future of the company

T 0hey should do advertising of the Yamaha cru+, as %hen this bie %as introduced there %as no publicity at allso, ? recommend there should high level publicity so that it create a%areness in the maret ;s a%areness %ill

create demand automatically



BIBLIO5RAP$Y#

A' /1?L?/ C0LER& M;RCE0?=$ M;=;$EME=0 * /E;R3= EB';0?=& 4! th

E?0?= * -##A

B' R;M;3<;MY > =;M;CBM;R? * M;RCE0?=$ M;=;$EME=0 * Mc $R;< 1?LL

EB';0?= /R?D;0E L?M?0E * 80h edition * -#4!

;EBLIO5RAP$Y#

A' -ttp#88777'ama-a6motor6in.ia'com8a2o)t8pro!i"e8process'-tm"

B' -ttps#88777'scri2.'com8.oc8+%G?%,,8Yama-a

C' -ttp#889"o2a"'ama-a6motor'com8Hp8ir8ann)a"8p.!8+,%+8+,%+ann)a"6e6,,G6,,'p.!

D' -ttp#882i0eporta"'in8ne72i0es8ama-a8cr)<8

http://www.yamaha-motor-india.com/about/profile/process.html

https://www.scribd.com/doc/2165100/Yamaha

http://global.yamaha-motor.com/jp/ir/annual/pdf/2012/2012annual-e-006-009.pdf

http://bikeportal.in/newbikes/yamaha/crux/


https://www.scribd.com/doc/2165100/Yamaha

http://global.yamaha-motor.com/jp/ir/annual/pdf/2012/2012annual-e-006-009.pdf


http://www.yamaha-motor-india.com/about/profile/process.html

Marketing Strategy of Yamaha

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