EXECUTIVE SUMMARY: Yamaha 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 Yamaha Motor 'ompany 'ompan y Limited (YM'L),apan Recently YMEL launched a ne% bie * Yamaha 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 na mes are 1ero 1onda2s 3plendor and ' 4##533 and 6ajaj2s 'aliberMy 'aliberMy /roject also aimed at determining the primary factors %hich influence scooter o%ners to shift shift from scooters to motocyclesMy project %as restricted restricted to 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 b etter fuel economy,motocycles are more stylish and the engine po%er of motorcycles is more as compared to scooters
TABLE OF CONTENT 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
INTRODUCTION 0he Escorts $roup, %ith Escorts Limited as its flagship company, compan y, is among ?ndia@s largest corporations operating in the diverse d iverse 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 co untry 0he major global alliances of the $roup include '6 & BC, Yamaha Yamaha & apan, 'lass, Mal and $oet7e $ermany, 'arraro & ?taly, Long ';, Distaar 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 Yudi =anda, launched a small agency house, Escorts ;gents Ltd in Lahore 0he ne+t 8# years sa% Escorts surge ahead and become one of ?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
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 $roup has recently launched a major initiative in ?nternet and E&commerce 0he remaining businesses are strategic investments for generating value
Vision H
;s Escorts marches into the -4st century, it does so %ith a clear vision, rene%ed commitment and ability to perform 0he ultimate objective being to create value for its shareholders shareholders •
• • •
6e maret leaders in area of high gro%th business of ;gri,0eleco,?nformation ;gri,0eleco,?nformation 0echnology 0echnology and 1ealthcare ?n other 6usiness generate value through strategic investments /rovide %orld class 9uality products and services to consumers 0hrust on developing major e+port marets
Mae the group investor attractive by creating v alue for customers %hich ultimately creates value for shareholders
Compan Pro!i"e# YAMA$A Yamaha Yamaha Motor Escorts Limited (YMEL) is a join ( venture company formed b y the alliance of Escorts Limited, the flagship company of (he Rs !"## crores Escorts $roup, a major in the t%o&%heeler business and Yamaha 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 Yamaha and Escorts range of motorcycles, the compan y is on the fast trac to mae its presence felt in all the segments of the t%o&%heeler industry, offering 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 technica l 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% 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 co llaboration %ith Yamaha 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 co llaboration %ith Yamaha Yamaha Motor 'ompany, apan 4A8 & ?nstalled KBYEMBR;, automatic electroplating plant 4AA & ?ntroduction of indicators in e+isting 4I8cc Rajd oot 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 Yamaha RJ and 4I8cc Escorts ;'E 4A & Y6J .&stoe bi&%heeler %as launched -### & Y&4-8 launched -### & 3hare of Yamaha Yamaha Motor 'ompany, 'ompany, apan rose to I.,, so tae over of Escorts Yamaha Yamaha Motor Ltd (EYML) and conversion conv ersion to Yamaha Yamaha Motor Escorts LtdKK -### & Yamaha Yamaha 'ru7 launched in ecember -##4 & n 4. une, Yamaha Yamaha Motor Escorts Ltd %as officially taen over by Yamaha Yamaha Motor 'ompany, apan -##- * Libero Recent 'hanges On %&' ()ne* +,,%* Yama-a Yama-a Motor Escorts Limite. as o!!icia"/s ta0en ta0e n o1er 2 Ya Yama-a Motor Compan Limite.* (apan'
bjectives of Yamaha Yamaha Motor 'ompany 'ompan y Limited H 4 'ustomer satisfaction satisfaction strengthened by improving dealer net%or, the shops and maing customer more comfortable - 3trengthening research and development ! =e% motto K3peed, :uality, Yamaha@s Yamaha@s riginal esignK . ptimi7ing the internal %oring system 8 Yamaha Yamaha the Cando 'ompany Cando is a uni9ue apanese %ord %hich means, K0ouching /eople@s 1eartsK
Competiti1e Ana"sis#
largest tractor tractor and utility vehicle vehicle maer has already already 3inetic Ma-in.ra Dea" 4 5ear"ess 2i0es H M>M, ?ndia s largest bought the business assets of loss maing scooter maer maer Cinetic Motor 'ompany and has #N of the share in D 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 Financ e %hereas, for CM' it2s a %in&%in situation as 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 an d 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 automobile industry, 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 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 NANO’s case would be high but they would be getting g etting a benefit of 4-wheeler but in case of E-Bikes and Gearless Bikes such as Kinetic ond a switching costs are not !uch high so in a cou ntry like "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 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& industry&
- Most of the component %or is outsourced proper supply chain management is costly yet needed & 3uppliers can influence the industry by dec iding 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 are small and fragmented& 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 ad ditional features and a huge number of of small companies have already come up %ho manufacture such components The 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-## $3, 3 4### RR and bigger C series bies %ith .&cylinder engines), ucati (/riced (/riced up to Rs 4#&.8 lacs, %ith 48 different models including, 1yper Motard, Monster, 3treet Fighter, esmosedici esmosedici RR, 36C and 3port 'lassic, %hich are po%ered by "A"& 4,4Acc engines) have also entered into ?ndia 3ince they have global presence and strong brand recognition %orld%ide, 6ies such as Yamaha Yamaha R48, R4 can face competition from these players, but the customer base in high end maret is not no t very significant 0he barriers to entry is very high due to presence of strong players lie Yamaha, Yamaha, 1ero 1onda, 0D3 & ?ndustry gro%th rate(';$R) in past decade is almost 4#N %hich is definitely not so much lucrative after liberali7a liberali7ation tion and ?ndia ?ndia s $/ has has gro%n gro%n up to N ‟
& ;fter ;fter the liberali7ation policy of A4 barriers to entry for for this segment has reduced and government regulations and ta+es have been rela+ed & Cost .isa.1anta9e %ould be there for the ne% players since e+isting players already benefiting from econo!ies of scale& & Initia" Capita" Re:)irement for setting up production plant, mareting costs, supply chain management %ould be high & Access to Distr)2)tion c-anne"s %ould be tough tough and capital capital intensive intensive if the ne% competit competitor or doesn t tie up %ith any of e+isting player (eg Ca%asai has tie up %ith 6ajaj Motor Limited) OVERALL# LO; ‟
‟
RationaleH Looing at the high barriers to entry due to the initial capital re9uirements and other ?nfrastructure lie access to distribution channels and also the lo% gro%th rate, the industry
3hould not see many ne% players entering the arena &1igh per capita income maes buyers less price sensitive thereby decreasing the bargaining po%er & 1igh e+pectations from buyers in terms of 3tyling and po%er due to increase in n)m2er o! mo.e"s in a"" t-e cate9ories , the buyers are empo%ered to a large e+tent ealers t-reat o! 2ac07ar. inte9ration is "o7 as the capital investment re9uired is very high and bu yers are small and fragmented & Importance o! t-e pro.)ct to 2)ers is -i9- due to other factors lie traffic congestion, fuel prices 6 Pro.)ct .i!!erentiation .e!inite" e
0he concentration o! competitors is high ie 6ajaj ;uto, 1ero 1onda, CM', Royal Enfield, 0D3, LML etc & 0he re"ati1e si=e o! competitors is "ar9e and they have enough operational e+cellence and financial muscle & Pro.)ct .i!!erentiation is "o7 as any product being matched in a fe% months by competitor & ?ndustry gro%th rate(';$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 % 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 'M/E0? 0?R23 ;=;LY3?3 ;=;LY3?3 PRODUCTION
IN PROFITS>
No' o! mo.e"s in
CAPACITY in )nits $ERO $ONDA $ONDA MOTORS BA(A( AUTO TVS MOTORS YAMA$A
Variants
%?,cc@ 2i0es
!A##### 4######
Yes Yes
!"A#### -.-#### "#####
Yes Yes Yes Yes
=o
=o
8 -
48#cc&--8cc 48#cc&-8#cc
. . !
4#cc&--#cc 48#cc&--#cc 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 especially on grounds of the the cost as %ell %ell as distribution distribution leadership assumed assumed by these players players 'urren 'urrently tly Yamaha maha is provid providing ing bies bies only only in 48#cc 48#cc %here %hereas as their their counte counterpa rparts rts are have have alread already y launched launched their bies in 48#&-8# 48#&-8#cc bies bies ;lso, Ya Yamaha s annual annual capacity capacity is very less as compared compared to other competitors Orefer ;nne+ure * ; for detailed competitor analysisP ‟
Reso)rces Capa2i"ities # Reso)rce
0angible5 ?ntangible
'apabilities
/otential access to %ide variety of marets
Dalue contributed to end product
ifficulty in imitation5substitute ion
Mar0etin9
?ntangible
ut of the bo+ promotional ideas ideas lie organi7ing roc concerts
1igh
Lo%
Lo%
YAMA$A YA MA$AS S CORE COR E COMPETENCIES COMPE TENCIES
Yamaha Yamaha ?ndia s R> is considered to be the core competency for Yamaha 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 h andlebars and the footrest
;ll these technologies facilitate a better engine performance, go od 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 Yamaha develops are very rare ?t is also very costly to imitate because setting ne% R> re9uires huge investment for the competitors
S;OT ANALYSIS STREN5T$S the parent • 6ac&up support from company • 1ighly e+perienced management $ood R> set up • • /remium technology • Established 6rand /rime location near ra% material • providers OPPORTUNITIES ?ncreasing urbani7ation leads to gro%ing • premium segment First mover advantage in sports premium • bies (8##ccQ) • •
•
• • • • • •
• • • •
ouble digit gro%th in t%o %heeler geared industry E+ports opportunities
;EA3NESSES 6elo% industry standard production capacity /oor istribution channel =o mareting aggressiveness aggressiveness ?nternal 1R issues perational ineffectiveness 3torage problems Lac of diversified product portfolio T$REATS 1igh competition in the maret Rise in ra% material products ?ncrease in interest rates on finance 'ars available in the same price range
Distri2)tion Net7or0
Yamaha Yamaha Motor Limited has a very systematic and %ell developed distribution net%or ?t uses a very simple, 0%o&%ay distribution 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 depo ts spread all over the country
;or0in9 o! t-e Distri2)tion Net7or0 0he %oring of the distribution net%or is 9uite easy to understand 6efore the Motorcycles 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, decad es, Yamaha Yamaha has developed a sound and efficient e fficient distribution system by building good and healthy relations %ith the depot incharges and a nd the retailers Yamaha Yamaha also provides the necessary incentives to the depots and the dealers %hen re9uired 6enefits from summer training at Yamaha Yamaha motors limited 3ummer training in Yamaha 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 v ery beneficial for me as it helped in,H in inculcating various sins %hich are as follo%sH
Team ;or0in9 0he %or environment at Yamaha Yamaha Motor Escorts Limited gave me an opportunity opp ortunity 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 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 Yamaha Motor Escorts Limited,
TIME MANE5EMENT #
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 b y 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 a c9uired %oring at Yamaha 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 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 ever y step
STRATE5Y# 4) Yamaha 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 engineering marvels that mae Yamaha Yamaha the company that it is -) Yamaha Yamaha has a very strong focus on the technical department, the result of %hich can be seen %ith Yamaha Yamaha comfortably leading the constructor s championship in the 3uperbies racing racing %ith Dal Dalentino entino 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 c)stomer 7it7it- an e
.) 0he target maret of ?ndia Yamaha Yamaha Motors is the young and enthusiastic 4&-8 yr lds %ho are %illing to try taing taing the not so much much treaded treaded path of buying buying the sports sports bie bie rather rather than a utility utility t%o t%o %heeler %heeler 0hese 0hese young guns are very conscious of the style st yle 9uotient and loo for%ard to their ride being a personality statement ‟
‟
8)
Competitors Competito rs 3e P"aers 0he ey players in the motorcycle segment are as no%s 0he motorcycle majors & 1ero 1onda, Yamaha Yamaha Motor Ltd, 0D3 &3u7ui &3u7u i 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 Ca% asai 6ajaj industries are involved in the production of .&stroe models only 0D3 & 3u7ui is providing only - & stroe models
?n present scenario, the 1ero 1onda group g roup is the maret leader in motorbie industry 0hey are producing models %hich are highly appreciated by b y the customers and match %ith the maret demand d emand and re9uirements
Yama-a Cr)< 0he Yama-a Cr)< is a 4#" cc, single&cylinder four&stroe motorcycle four&stroe motorcycle made by ?ndia Yamaha Motor 0he 'ru+ is designed for ?ndian marets ?t %as launched in -##. replacing RJ 4##, 4##, as -&3troe engines %ere not able to meet government@s emission norms ther Yamaha Yamaha motorcycles such as the Y6R 44#, earlier no%n as ;lba 4#" and Libero ($8) share ($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 same specifications but rectangular headlights 6ut after it could not mae a considerable sales, the production %as halted Bser and o%ner claimed mileage and a nd 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
•
Ac c o r d i n gt oYa ma ma ha ,t h eCr u xd el i v e r s91k mp mp lf u el e c on omy
•
Price
38,073
Lo7 sa"es o! Yama-a cr)< ;n ambitious target of doubling sales this year to three lah motorc ycles 0he Yamaha Yamaha 'ru+ made a very 9uiet and unannounced u nannounced entry, %ithout much fanfare as a first taste of apanese strategy after Yamaha 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 Yamaha Y6J 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 Yamaha 'ru+ and the results %ere as follo%sH "8N customers do not no% about Yamaha Yamaha 'ru+ !8N customers no% about Yamaha 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
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