Yamaha Sales Promotion and Customer Satisfaction

SUMMER TRAINING PROJECT REPORT
ON
“MEASURING CUSTOMER SATISFACTION LEVEL”
AND
“SALES PROMOTION”
IN
YAMAHA
AT
LAKHIMPUR and UNNAO
SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE REQUIREMENT OF

MBA DEGREE
SUBMITTED TO: (2008-2010) SUBMITTED BY:
DR.BIMAL AGGARWAL HEMRUDRA PRATAP SINGH
(DIRECTOR) MBA- III SEM.
ROLL NO. 0825070024
BBS INSTITUTE OF MANAGEMENT STUDIES

PLOT NO. 33, KNOWLEDGE PARK-III
GREATER NOIDA, UTTAR PRADESH
BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA
TO WHOMESOEVER IT MAY CONCERN
This is to certify that Mr. Hemrudra Pratap Singh, a student of Post Graduate Degree in
MBA, BBS Institute of Management Studies, Greater Noida has worked in the
MARKETING DEPARTMENT, under the able guidance and supervision of
MR.JANARDAN SAANA, MARKETING MANAGER in INDIA YAMAHA MOTORS Pvt.
Ltd.
The period for which he was on training was for 8 weeks, starting from 10th JUNE to 10th
AUG. This Summer Internship report has the requisite standard for the partial fulfillment
the Post Graduate Degree in Marketing. To the best of our knowledge no part of this
report has been reproduced from any other report and the contents are based on original
research.
DR.BIMAL AGGARWAL
(DIRECTOR)

ACKNOWLEDGEMENT
I express my sincere gratitude to my industry guide MR.JANARDAN SAANA Marketing

Manager INDIA YAMAHA MOTORS, for his able guidance, continuous support and
cooperation throughout my project, without which the present work would not have been
possible.
I would also like to thank the entire team of INDIA YAMAHA MOTORS, for the constant
support and help in the successful completion of my project.
Also, I am thankful to my faculty guide Mr. Bipin Singh of my institute, for his continued
guidance and invaluable encouragement.
HEMRUDRA PRATAP SINGH

MBA III Sem.

Candidate declaration
I hereby declare that the work which is being presented in the

project report entitled Measuring Customer Satisfaction level and
Sales promotion in the partial fulfillment of the requirement for
the award of Master of Business Administration of BBS Institute
of Management Studies, Greater Noida of Uttar Pradesh
Technical University, Lucknow is record of my own work and was
carried for a period of two months under the guidance of Mr.
Janardan Saana (Marketing Manager,North India) of commercial
work of Marketing Department Yamaha India Motors.
HEMRUDRA PRATAP SINGH

MBA III SEM.

TABLE OF CONTENTS

Chapter Topic
No.
1.0 Industry Profile

1.1 Competitors Analysis
1.2 Company Profile
1.3 Swot Analysis
1.4 Swot for Two wheeler Industry
1.5 Swot for India Yamaha motors
1.6 Recent Launches
1.7 Future Launches
2.0 Critical Review of Literature
3.0 Hypotheses
4.0 Executive Summary
5.0 Research Design
5.1 Data Source

5.2 Research Approach
5.3 Objectives
5.4 Research Design
5.5 Sample Design
5.6 Scope of Study
5.7 Limitations of the study
6.0 Data
Primary Data
Secondary Data
7.0 Findings & Analysis
6.1 Results of Customer Survey
6.2 Hypotheses Tests

Chapter 1.0
1.1 Competitors Analysis
1.2 Company Profile
1.3 Swot Analysis
1.4 Swot for Two wheeler Industry
1.5 Swot for India Yamaha motors
1.6 Recent Launches
1.7 Future Launches

1.0 INDUSTRY PROFILE
AUTOMOBILE INDUSTRY TILL DATE

The automobile industry is one of the biggest industries in the world. Being a major
revenue and job generating sector it drives the economies of some of the superpowers
of the world. In India the automobile industry has grown by leaps and bounds since the
advent of the liberalization era the automobile industry and especially the two wheeler
segment has grown by leaps and bounds.
The liberalization has done away with primitive and prohibitive practices of licensing and
restricted foreign investment have been done away with. The result of which was the
entry of foreign players into the Indian market. The two wheeler segment was largely
dominated by Automobile Products of India (API) and Enfield in the 50s. Later on
towards the end of the 50s Bajaj Autos began importing Vespa scooters from Italian
company Piaggio. In the following decades the automobile industry in India was mainly
dominated by scooters with API and later Bajaj dominating the market. There were very
few products and choices available as far as motorcycle is concerned and Enfield bullet
and Rajdoot dominated the market.
The 80s saw the entry of Japanese companies in the Indian market with the opening up
of the market to foreign companies. Hero Honda and TVS Suzuki are companies formed
in this era of market reform. The market was still predominantly scooter dominated and
Bajaj and LML were the leading brands producing the products at that time. Scooter was

viewed as a more family and utility friendly vehicle than motorcycle and hence was
preferred.
The Japanese companies not only collaborated with Indian companies to produce the
already existing products but also brought in new technology as a result of which the
ever conquering 100cc bikes which were extremely fuel efficient with 4 stroke engines
were launched in India. These proved to be highly successful as they provided a cheap
and affordable means of personal transport to all those who could not buy a car. The
flourishing middle class took a great liking for these bikes and the bike sales in India
began to grow exponentially year on year leading to Hero Honda becoming the leader in
the two wheeler industry in India and the largest producer of two wheelers in the world.
The post 90s era was the era of liberalization and weakening of restrictive measures.
The government went on an overdrive to support the industry and all FDI regulations and
licensing was abolished. 100% FDI was allowed in the automobile industry and the
excise duty was also considerably reduced to its current level of 12% on two wheelers.
All these factors combined with the rising fuel prices, the increasing dispensable
incomes of households, easy access to finance, etc. have led to two wheeler industry
becoming the backbone of the automobile industry in India.
The two wheeler industry in India forms a major chunk of the automobiles produced in
India. According to Society of Indian Automobile Manufacturers statistics for the year
2008 – 2009, two – wheelers comprise 76.49% of market share among the vehicles
produced in India.
The production share of two wheelers is quite similar to the market share. The two
wheeler industry comprises around 74% of the total automobiles produced in India. The
SIAM data for the year 2008-09 states that 8,418,626 two wheelers were produced
during the year against a total of 11,175,479vehicles produced during the year.
SEGMENTATION OF TWO WHEELER
A Two Wheeler Sector Sub-Segmenting in the three Segments

.
1. Motorcycle
2. Scooter
3. Mopeds
Domestic Market Share 2008 – 09
Commercial Vehicles 3.95%
Total Passenger Vehicles 15.96%
Total Two Wheelers 76.49%
Three Wheelers 3.60%
1.1.1 Domestic Market Share 2008-09

1.1 The Domestic Market Share of Two wheelers in 2008-09
PAST YEAR REPORT
In the past year the sales of the automobile segment has taken a setback and the two
wheeler segment has not proved to be any exception. The two wheeler segment has
suffered a setback of over 7% during the past fiscal year but there have been signs of
recovery in the current year.

1.2 Comparative Analysis of Domestic Sales of Automobiles 2008-09
1.3 Sales trend of automobiles for the last several years

Production Trend
If we compare to the last year production of two wheelers it was around 8,026,681 out of
10,853,930 but this year we have got growth of 1.78%, this year production of two
wheelers is around 8,418,626 out of 11,175479 total automobile productions.
1.4 The Production trend of Automobiles for several years
The total sale of two wheelers in India has touched a figure of 7.86 million units by
March, 2007, up 11.42% from the previous fiscal figures of 7.05 million. Production
during the period reached 8.63 million units.
The production of two wheelers in India is expected to reach a staggering 17.85 million
units by 2011-12, more than double of the current production level.
The two-wheeler production capacity is to reach 22.31 million units in 2011-12 compared
with 10.78 million in 2006-07.

The export of automobiles from India has been constantly growing and with the
slowdown in the domestic market, the major companies are focusing on exporting much
more to increase their profit margins.
GROWTH PROSPECTS AND KEY DRIVERS OF INDIAN TWO WHEELER INDUSTRY
The growth witnessed by the Indian two wheeler industry indicates the growing demand
for low cost personal transportation solutions amongst the 300 million Indian middle
class consumers. Despite this spectacular growth rate, the two wheeler penetration
(number of two wheelers per 1000 inhabitants) in India remains lower than other Asian
countries. This fact provides an opportunity for continued growth in the market. India has
the lowest Penetration of two wheelers as compared to countries like Taiwan, Thailand,
Malaysia, Vietnam, Indonesia and China. In the present scenario, growth in the two
wheelers Industry will be driven by several factors
Rise in India’s Young Working Population

With the rising levels of per capita income of people, the Indian two wheeler market
offers a huge potential for Growth. This growth is relevant in the light of the fact that 70
per cent of India’s population is below the age of 35 Years and 150 million people will be

added to the working Population in the next five years. The number of women in the
urban work force is also increasing; this will lead to the Growth of gearless scooters.
Rise of India’s Rural Economy and Growth in Middle Income Households

The growth prospects of the Indian rural economy offer a significant opportunity for the
motorcycle industry in India. The penetration of motorcycles amongst rural households
with income levels greater than US$ 2,200 per annum has already increased to over 50
per cent. The current target Segment for two wheelers, i.e., households belonging to the
Income category of US$ 2,200–12,000 is expected to grow at a CAGR of 10 per cent.
Greater Affordability of Vehicles

The growth in two-wheeler sales in India has been driven by an increase in affordability
of these vehicles. An analysis of the price trends indicates that prices have more or less
stagnated in the past. This has been part of the marketing strategy adopted by the
manufacturers to gain volume, as well as conscious efforts adopted to bring down costs.
The operating expenses of leading manufacturers have declined by around 15 per cent
in the last five years. With greater avenues of financing, the customer’s capacity to own a
two wheeler has improved.
Rapid Product Introduction and Shorter Product Life Cycle

The last five years have witnessed a sharp increase in new product launches in the two-
wheeler industry. It is estimated that close to 50 new products have been launched by
manufacturers during this period, filling up all price points and targeted at various
consumer segments.
Inadequate Public Transport Systems in most Urban Areas

The economic boom witnessed in the country and the increased migration to urban
areas have increased the traffic congestion in Indian cities and worsened the existing
infrastructure bottlenecks. Inadequate urban planning has meant that transport systems
have not kept pace with the economic boom and the growing urban population. This has
increased the dependence on personal modes of transport and the two wheelers market
has benefited from this infrastructure gap.

FACTORS AFFECTING THE MARKET
Post 1991, the Indian two-wheeler industry comprising of motorcycles, scooters and
scooterettes opened up tremendously. The Indian motorcycle industry has expanded at
a 24% CAGR over the last five years, It Captured almost 80% of the market primarily at
the cost of the scooter and Moped segment. The scooter segment though has witnessed
a revival with the launch of scooterettes aimed at young women and adolescents.
The two wheeler market can be segmented into three categories on the basis of price –
Entry segment (<35000), Executive segment (between 35000 and 45000) Deluxe
(between 45000 and 65000) and Premium segment (above 65000).
Motorcycles are now sold as a passion, experience rather than a product. New products
are being introduced at a rapid pace and brands are gaining prominence. Thus there is
an increased focus on the premium segment which has an increased scope for
differentiation.
Purchasing Power is relatively high with buyers becoming more discriminating. Reliability
and economy have become more of a hygiene factor. Buyers now demand two-wheelers
that fit their personality thus increasing the scope for differentiation and branding.
Provision of financing through EMI’s has provided a means to satisfy the need of
possess a convenient and stylish mode of transport in the form of a two wheeler. This
has resulted in higher growth in the 125-150cc segment
With the introduction of Government policies such as reduction in excise duty from 16%
to 12% and allowing for 100% FDI Barriers to entry has reduced. However, the
investment required for setting up large distribution channels and service stations can be
a major entry barrier. Another significant entry barrier is the brand building required.
Thus, initially foreign players set up Joint Ventures with indigenous companies. After
establishing their brand they have launched their own line of products. E.g. Honda with
Hero Group and Yamaha with Escorts.
Threat from Substitutes such as the Tata 1 Lakh car looms large over the two-wheeler
industry. For the first time, a car has been positioned at a price point that fills the vacuum
between a motorcycle and a low-end car such as the Maruti 800. Previously, the price of
even a low end car (2.5 – 3 Lakhs) was too high to attract the customers from the entry
and executive two wheeler segment. Since brand loyalty is lower for these segments vis-
à-vis the premium segment, these segments may be threatened by the Tata car. Their
buyers will consider the convenience and status associated with owning a car, which is
reasonably priced and therefore a viable substitute.
Rising Customer Expectations

The growth witnessed by the Indian two wheeler industry has attracted a number of new
entrants to the market and it is expected that the Indian industry will become more
competitive in the future. The excess of products introduced in the past has also raised
customer expectations with respect to reliability, styling, performance and economy.
Inflation is a big factor that may play a part in moving the loyalties and aspirations of
people away from the four to the much cheaper and economical two wheeler segment.
Moreover, the constantly increasing prices of oil and increasing interest rates on finance
are not helping the cause either.
Environmental Concerns are also quite big on the agenda these days and do play a part
in the preference of consumer’s choices. The rising global temperatures along with daily
snippets in the national and international media about the thinning of ozone and
imminent environmental disaster have all contributed to the making of a present day
environmentally conscious consumer.
Environmental and Safety Concerns

The increasing demand for two wheelers will need to be managed to address issues
relating to overcrowding of roads. Another problem is the insufficient infrastructure for
inspection to ensure adherence to emission norms. As the industry grows, it is important
to regulate the sale of used two wheelers in a more organised manner for which a
mechanism needs to be evolved. Unregulated sale of two wheelers, especially in the
rural areas, are likely to create issues related to emissions and safety of vehicles.

Creation of Distribution Infrastructure
Leading companies need to ensure that on one hand they build adequate infrastructure
in terms of dealerships and servicing stations in the urban areas and on the other ensure
that their distribution infrastructure also reaches the rural areas
Current Competition has intensified thus requiring greater branding and marketing. Also
due to the presence of relatively undifferentiated products, advertising and promotions
have gained importance. The product has moved from a commodity to a branded
product. However, there is still tremendous growth potential especially in the rural
markets due to the under developed road infrastructure for which motorcycles are highly
suitable.
Segment
Three CVs
3.9% 4.03%
W heeler 13.44%
Pas
ve h
`
T he
Others, 5.8%
Yamaha, Honda
3.8% Motors, 8
TVS Motors,
17.7%
H
1.1COMPETITORS ANALYSIS
1. Bajaj Auto Ltd.
Established in 1945 Bajaj Auto Ltd was incorporated as a trading company. Till 1959,
they imported scooters and three-wheelers from Italy and sold them in India. The
company got a production license in the year 1959 and fastened a technical
collaboration with Italian PIAGGIO in 1960.
Bajaj Auto Ltd. is one among India's top ten companies in terms of market capitalization
and among the top five in terms of annual turnover.
The company started producing scooters in the year 1961 and followed three-wheelers
production in 1962. Its collaboration with Piaggio expired in 1971 and since then, their
scooters and three-wheelers are being sold with the brand name “BAJAJ”.
Maharashtra Scooters Ltd., a Company with 24% equity participation by the Company
and 27% participation from Maharashtra State Government's Western Maharashtra
Development Corp. was formed in the year 1975 under the "Horizontal transfer of
technology" policy.
The first production unit is located at Satara, Maharashtra. The unit continues to collect
scooters from CKDs supplied by the Company. These scooters are marketed through
the Company's distribution network and under the Company's brand name.
In 1984, the second production plant was set up at Aurangabad, Maharashtra. This plant
started scooter production in 1986, three-wheeler production in 1987 and scooterettes
and motorcycle facilities were commissioned in 1990 & 1991 respectively.
Today, the company has become a market leader with annual production in excess of
1.35 million units which was about 4000 units in 1961. These days, Bajaj Auto Ltd. has

started offering products in all segments (mopeds & scooterettes, scooters, motorcycles,
three wheelers).
TWO WHEELERS
>> MOTORCYCLE
Bajaj Avenger 180 CC
Bajaj CT 100 99.27 CC
Bajaj Discover DTSi 135 CC
Bajaj KB 125 123 CC
Bajaj Platina 99.27 CC
Bajaj Pulsar DTS-Fi 220 CC 220 CC
Bajaj Pulsar DTSi
180 CC
• Pulsar 180 DTS-i UG 150 CC
• Pulsar 150 DTS-i UG 200 CC
• Pulsar 200 Cc 220 CC
• Pulsar 220 DTS-Fi

Bajaj Wind 125 124.6 CC
Bajaj XCD 125 CC
>> SCOOTERS
Bajaj Bravo 145 CC
Bajaj Chetak 145.45 CC
Bajaj Classic SL 145.45 CC
Bajaj Legend 150 CC
>> SCOOTERETTES/MOPEDS
Bajaj Blade DTSi 100 CC
Bajaj Cagiva CRX 145 CC
Bajaj Fusion 145 CC
Bajaj Kristal DTSi 100 CC
Bajaj M 80 Electronic 74.08 CC
Bajaj Rave 74.08 CC
Bajaj Saffire 74.4 CC
Bajaj Spirit 100 CC

Bajaj Sunny 59.86 CC
Bajaj Sunny Spice 59.86 CC
Bajaj Wave DTSi 109.7 CC
AWAITED MODELS
Sonic DTSi Motorcycle
1.1.2 Models of BAJAJ
2. Hero Honda Motors Ltd.
Hero Honda Motors Ltd. is a result of the joint venture between

India's Hero Group and Japanese Honda Motors Company in
the year 1983. This joint venture has not only created the
world's single largest two wheeler company but also one of the
most successful joint ventures worldwide. Hero Honda is
globally known of being the most fuel-efficient and the largest
CBZ selling Indian Motorcycle Company. This is a relationship so harmonious that Hero
Honda has managed to achieve indigenisation of over 95 percent, a Honda record
worldwide.
The below chart shows the golden years in the history of HERO HONDA :-
1985 CD-100
1989 SLEEK
1991 CD-100 SS
1994 Splendor
1997 Street
1999 CBZ
2001 PASSION
2002 DAWN, AMBITION
CD-DAWN, SPLENDOR +, PASSION +,
2003
KARIZMA
SUPER-SPLENDOR, CD-DELUX,
2005
GLAMOUR, ACHIEVER

1.1.3 Golden Years of HERO HONDA
The company is committed to provide the customer with excellence. A rich background
of producing high value products at reasonable prices led the world's largest
manufacturer of motorcycles to collaborate with the world's largest bicycle manufacturer.
During 80s, Hero Honda became the first company in India to prove that it was possible
to drive a vehicle without polluting the roads. They company possess three
manufacturing units based at Dharuhera, Gurgaon and Haridwar are capable to produce
4.4 million units per year. They introduced new generation motorcycles that set industry
benchmarks for fuel thrift and low emission.
The unique features like fuel conservation, safety riding courses and mobile workshops
helped the group reach in the interiors of the country. Well-entrenched in the domestic
market, Hero Honda Motors Ltd. turned its attention overseas, and exports have been
steadily on the rise.
Over the years, the Company has received its share of accolades, including the National
Productivity Council's Award (1990-91), and the Economic Times - Harvard Business
School Association of India Award, against 200 contenders. The gross sales of Hero
Honda by March end'2008 was 33, 371, 43 Crores.
TWO WHEELERS
>> MOTORCYCLES
Hero Honda Achiever Hero Honda CD Dawn Hero Honda CD Deluxe
Hero Honda CD 100 Hero Honda CD 100 SS Hero Honda Glamour
Hero Honda Splendor
Hero Honda Glamour
• Splendor +
• Glamour Hero Honda Passion Plus
• Super Splendor
• Glamour - FI
• Splendor NXG

Hero Honda Sleek Hero Honda CBZ X-TREME Hero Honda Karizma
Hero Honda Hunk
Hero Honda Pleasure Hero Ankur Hero Gizmo
Hero Panther Hero Puch Automatic Hero Sakhti 3G
Hero Stepmatic Hero Street Hero Winner
Hero Stepmatic Hero Puch Automatic Hero Sakthi 3G
Hero Winner
1.1.4 Hero Honda Models
3. Honda Motorcycles & Scooters India Private Limited
Established in 1999, the Honda Motorcycle & Scooter India Pvt. Ltd. (HMSI) is a wholly
owned subsidiary of Honda Motor Company Ltd., Japan and is located at Manesar,
Haryana. The company's most well known brand is the Honda Activa that revolutionized
the Indian scooterette market in terms of design and features. The company exports
scooters to the European Union.
HONDA MOTORCYCLES
MODEL CAPACITY
Honda Shine 125 CC
Honda Unicorn 149.1 CC
Honda Stunner CBF 125 CC
Honda CBF Stunner FI 124.7 CC
HONDA SCOOTERS
MODEL CAPACITY
Honda Eterno 147.7 CC
HONDA SCOOTERETTES/MOPEDS

MODEL CAPACITY
Honda Aviator 102 CC
Honda Activa 102 CC
Honda Dio 102 CC
4. TVS Motor
TVS Motor is a leading and trusted two wheeler company
began with the vision of TVS Scooty the founder of the
Sundaram Clayton Group, the late T.S. Srinivasan - 'to
design, develop and produce an affordable moped for the
Indian family.' This vision was realized in 1980 when TVS
50, India's first two-seater moped rolled out of the factory
at Hosur in Tamil Nadu, Southern India.
The company has been known for its ruggedness and reliability. TVS 50 was successful
and it has smoothened the way for many successes for TVS Suzuki even before its
launch in the market. The TVS 50 XL is especially designed for individuals who want
economy fused with sporty looks. Recently new XL Super with a 70 cc high-tech Power
Pack is all set to redefine the category of mopeds in the country. The Suzuki Samurai
was launched for the time conscious urban commuter. The Max 100 R was engineered
for those who demanded strength and ruggedness. Along with them all, Suzuki Shogun
was for those who wanted raw power.
TVS Motor has continually worked on innovation of the motorcycle segment along with
two wheeler range. The Suzuki Shaolin, developed by TVS Suzuki is India's first 5-
speed, 140 cc motorcycle. Another example of the company success is TVS Scooty, a
60 cc Scooterette which keep one step ahead of its time in India.
TVS Motor has been coveted 2 IT awards, one of them is bagging the SAP ACE 2008
award for Customer Excellence and the other one is 2008 Symantec South Asia
Visionary Award. Along with this, it is the first company in the world to be honored with

The Deming Prize for Total Quality Management. In September 2008, the company has
got 19% growth for registering total two wheeler sales of 137,246 units.
The company is the third largest two-wheeler manufacturer in India and ranks among the
top ten globally. The company was the first in India to launch 2-seater 50cc moped and
100cc Indo-Japanese motorcycles. At present TVS Apache, TVS Victor, TVS Scooty,
TVS Centra and TVS Fiero are the popular bikes in Indian market.
In all, team TVS has triumphed each and every race and rally in the country from the
road to racetrack, with each of the TVS bikes being a winner. And each time the 'Team
TVS' has won on the track or off it; our customers have secured a better product for their
personal transportation.
1.1.6 TVS models
TWO WHEELERS
>> MOTORCYCLES
Suzuki Hayabusa 1300 Suzuki Intruder M1800R Suzuki GS 150R
TVS Apache RTR FI TVS Centra TVS Fiero
• TVS Fiero F2
• TVS Fiero FX
Suzuki Max 100 Suzuki Max 100R Suzuki Samurai
Suzuki Shogun Suzuki Shaolin TVS Flame
TVS Victor TVS Star
• TVS Victor GLX • TVS Star

• TVS Victor GX
• TVS Star City
• TVS Victor Edge
TVS Scooty Streak TVS Scooty TVS XL
• TVS Scooty ES • TVS XL Super

• TVS Scooty Pep
• TVS XL Super HD
• TVS Pep Plus
TVS XL Super TVS XL Super HD Scooty Teenz Electric
TVS Apache RTR TVS Spectra DX/AX
AWAITED MODEL
TVS Taurus Fiero F3
5. Royal Enfield Motors Ltd.
Established in 1955, Royal Enfield was the brand of the

Enfield Cycle Company. Royal Enfield is one the oldest
bike on the road. The company is well known for
producing motorcycles, but they also produce bicycle,
stationary engines, lawnmowers and rifle small parts for
the Royal Small Arms Factory in Enfield. Royal Enfield Motors Ltd. has its headquarter
situated at Thiruvottiyur, Chennai, Tamil Nadu, India.
In 1990, Royal Enfield entered into a strategic alliance with the Eicher Group, and later
merged with it in 1994. The annual turnover of the company is Rs.10 billion. The Eicher
Group has a range of interests in the automotive industry, including small trucks,
tractors, exports, automotive gears, management consultancy and cartography.
The corporate philosophy of Royal Enfield Motors Ltd. is built around quality and
unflinching loyalty to the customer, a few reasons why the legendary Bullet is not just a
bike but a motorcycling icon. The ruggedness and reliability of the bike is endorsed by
the army, the police, the paramilitary forces and over 500 institutions which form part of
the die-hard customer base of the Bullet, dubbed the "Rajagadi", or royal vehicle.

The innovative ideas of the Royal Enfield -Eicher nexus are exhibited in the new line of
Enfield bikes and the global technological tie-ups.
Royal Enfield has existing technical tie-ups with :
- Criterion Engineers, UK for a new 5 speed transmission system.

- DB Designs, UK for styling.
- AVL, Austria for new engines.
- FW Egli for high power engines for 535cc and 624cc.
Royal Enfield Motors Ltd. operates out of 12 area offices, 16 depots, over 250 dealers
and 150 authorized service centers in India. The company also exports its products to
over 20 countries including Canada, France, Japan, USA, Germany and UK.
1.1.7 Royal Enfield Model
TWO WHEELERS
>> MOTORCYCLE
Bullet 350 Bullet 500 Enfield Diesel
Bullet Deluxe Bullet Electra Bullet Machismo
• Bullet Electra
• Bullet Electra 5S
Bullet Machismo 500 Bullet Std 12V Lightning 500
Taurus Thunderbird Twin spark

At the end we can say that all the above are giving a very tight competition to INDIA
YAMAHA MOTORS in India. To overcome these competitors YAMAHA is constantly
doing R & D about its product and market as well.
We can classify these competitors into following groups according to their attributes and
their competitive forces.

S
P
FULLY E GROUP A
DIVERSIFIED C
I High Mobility Barriers, Extensive
A Distribution & Product
L Diversification
I
S
A High Mobility Barriers, Time
& Investment required to
T
GROUP restore outdated products,
I build cult image
B
O GROUP
C
N
GROUP
D
Low Mobility Barriers Investment
SPECIALISED
in Brand Promotion
PROMOTIONAL ACTIVITIES
HIGH LOW
SWOT ANALYSIS

GROUP PLAYERS ATTRIBUTES COMPETITIVE FORCES
A Bajaj, Hero Honda Highly diversified - High buyer power
Aggressive - High competitive rivalry
promotion - High entry barriers
B TVS Selectively diversified - Low entry barriers
Aggressive - Narrow product lines imply
Promotion that aggressive promotions
can eat into market share
C Honda, Yamaha Selectively diversified - High threat of substitution
Moderate Promotion (Rs 1 lakh car)
- Low entry barriers
D Royal Enfield Highly specialized - Low buyer power – high
Low Promotion brand loyalty
- Product diversification will
imply risk of brand dilution
1.2 COMPANY PROFILE
About India Yamaha Motor Pvt. Ltd.
Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50
joint venture with the Escorts Group in 1996. However, in August 2001, Yamaha
acquired its remaining stake as well, bringing the Indian operations under its complete
control as a 100% subsidiary of Yamaha Motor Co., Ltd, Japan.
India Yamaha Motor operates from its state-of-the-art-manufacturing units at Faridabad

in Haryana and Surajpur in Uttar Pradesh and produces motorcycles both for domestic
and export markets. With a strong workforce of 2000 employees, India Yamaha Motor is
highly customer-driven and has a countrywide network of over 400 dealers.
The company pioneered the volume bike segment with the launch of its 100 cc 2-stroke
motorcycle RX 100. Since then, it has introduced an entire range of 2-stroke and 4-
stroke bikes in India. Presently, its product portfolio includes Crux (100cc), Alba (106cc)
and Gladiator (125cc).
VISION

To establish YAMAHA as the "exclusive & trusted brand" of customers by "creating
Kando" (touching their hearts) - the first time and every time with world class products &
services delivered by people having "passion for customers".
MISSION
We are committed to:
Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive design
& innovative technology. Our innovative solutions will always exceed the changing
needs of our customers and provide value added vehicles.
Build the Winning Team with capabilities for success, thriving in a climate for action and
delivering results. Our employees are the most valuable assets and we intend to develop
them to achieve international level of professionalism with progressive career
development. As a good corporate citizen, we will conduct our business ethically and
socially in a responsible manner with concerns for the environment.
Grow through continuously innovating our business processes for creating value and
knowledge across our customers thereby earning the loyalty of our partners & increasing
our stakeholder value.
CORE COMPETENCIES
Customer #1
We put customers first in everything we do. We take decisions keeping the customer in
mind.
Challenging Spirit

We strive for excellence in everything we do and in the quality of goods & services we
provide. We work hard to achieve what we commit & achieve results faster than our
competitors and we never give up.
Team-work
We work cohesively with our colleagues as a multi-cultural team built on trust, respect,
understanding & mutual co-operation. Everyone's contribution is equally important for
our success.
Frank & Fair Organization
We are honest, sincere, open minded, fair & transparent in our dealings. We actively
listen to others and participate in healthy & frank discussions to achieve the
organization's goals.
OVERVIEW
FOUNDED: July 1, 1955
CAPITAL: 48,302 million yen (as of March 31, 2008)
PRESIDENT: Takashi Kajikawa
EMPLOYEES: 46,850 (as of December 31, 2007)
PARENT: 9,019 (as of December 31, 2007)
SALES: 1,756,707 million yen (from Jan 1, 2007 to Dec 31, 2007)
PARENT: 799,209 million yen (from Jan 1, 2007 to Dec 31, 2007)
SALES PROFILE
Sales (%) by product category (consolidated)
Sales (%) by region (consolidated)
MAJOR PRODUCTS& SERVICES:
• Manufacture and sales of motorcycles, scooters, electro-hybrid bicycles, boats,

sail boats, Water Vehicles, pools, utility boats, fishing boats, outboard motors,
diesel engines, 4-wheel ATVs, side-by-side vehicles, racing karts, golf cars,
multi-purpose engines, generators, water pumps, snowmobiles, small-sized
snow throwers, automotive engines, intelligent machinery, industrial-use remote
control helicopters, electrical power units for wheelchairs, helmets.
• Biotechnological production, processing and sales of agricultural and marine
products and microorganisms.
• Import and sales of various types of products, development of tourist businesses
and management of leisure, recreational facilities and related services.
HEADQUARTERS: 2500 Shingai, Iwata-shi, Shizuoka-ken, Japan
CORPORATE PHILOSOPHY
For society, for the world …

Yamaha works to realize
our corporate mission of creating Kando
Yamaha Motor is a company that has worked ever since its founding to build products
defined by the concepts of “high-quality and high-performance” and “light weight and
compactness” as we have continued to develop new technologies in the areas of small
engine technology and FRP processing technology as well as control and component
technologies.
It can also be said that our corporate history has taken a path where “people” are the
fundamental element and our product creation and other corporate activities have

always been aimed at touching people’s hearts. Our goal has always been to provide
products that empower each and every customer and make their lives more fulfilling by
offering greater speed, greater mobility and greater potential.
Said in another way, our aim is to bring people greater joy, happiness and create Kando*
in their lives. As a company that makes the world its field and offers products for the
land, the water, the snowfields and the sky, Yamaha Motor strives to be a company that
“offers new excitement and a more fulfilling life for people all over the world” and to use
our ingenuity and passion to realize peoples’ dreams and always be the ones they look
to for “the next Kando.”
What is Kando?

Kando is a Japanese word for the simultaneous feeling of deep satisfaction and intense
excitement that people experience when they encounter something of exceptional value.
1.3 SWOT ANALYSIS
A scan of the internal and external environment is an important part of the strategic
planning process. Environmental factors internal to the firm usually can be classified as
strengths (S) or weaknesses (W), and those external to the firm can be classified as
opportunities (O) or threats (T). Such an analysis of the strategic environment is referred
to as a SWOT analysis.
The SWOT analysis provides information that is helpful in matching the firm's resources
and capabilities to the competitive environment in which it operates. As such, it is
instrumental in strategy formulation and selection. The following diagram shows how a
SWOT analysis fits into an environmental scan:
SWOT Analysis Framework
Environmental Scan
/ \
Internal Analysis External Analysis
/\ /\
Strengths Weaknesses Opportunities Threats
|
SWOT Matrix

1.4 SWOT ANALYSIS FOR THE TWO WHEELER INDUSTRY
Strength
• Established brands, Strong Brand

Name
Weaknesses
• Fuel efficient
• Style statement • Extremely price sensitive
• Convenient in heavy traffic • Short PLC
• Cheap and affordable • High R and D costs
• Easy and cheap finance availability
• Patents
• Good reputation among customers
Threats
Opportunities
• The Rs.1 Lakh car

• Growing premium segment
• Cut throat competition
• Increasing dispensable income
• Increasing number of players in the
• Environmental concerns
market
• Exports increasing
• Rising raw material costs
• Very strong demand in the 100cc. • Increasing rates of interest on

BBS INSTITUTE OF MANAGEMENT STUDIES,
finance
GREATER NOIDA
segment dominated by limited
players.
1.5 SWOT ANALYSIS FOR INDIA YAMAHA MOTORS
Strength
• Size and scale of parent company. Weaknesses
• Effective Advertising Capability

• Small showrooms.
• Committed and dedicated staff.
• Not much emphasis on aggressive
• High emphasis on R and D.
selling.
• Experience in the market.
• Weak product diversity.
• Established brand.
• Established market channel.
• Power, Speed & Acceleration

Opportunities Threats
• Growing premium segment. • Cut throat competition
• Global expansion into the Caribbean • Increasing number of players in the
& Central America. market
• Expansion of target market (include • Rising raw material costs
women). • Increasing rates of interest on
• Increasing dispensable income. finance
• 1st mover advantage.

1.6 RECENT LAUNCHES
YAMAHA FZ-S
Yamaha FZ-S 150cc, a recently launched bike by the industry giant Yamaha. After the
grand success of FZ-16 Yamaha has finally launched its modified version (FZ-S) in
India. This fabulous bike is equipped with all the necessary features one may think of. It
stands ahead in style and performance not only in its segment but beyond. This bike is
best suited for those who want elegance and power in one. It is designed and
engineered with the capacity for active and aggressive enjoyment of around-town street
riding and styling, bringing a sense of pride for the owner of the bike. It is especially
designed to satiate riders' desire for style and fashion. It is popularly referred as the
“Stylish Macho Street Fighter” (Lord of the Streets).
The primary features of Yamaha FZ-S include:
• European international design

• Stainless steel body
• Aerodynamic muscular design

• High torque rate
• Carbon pattern meter console
• Latest graphics
• Disk brakes
• Electric start starting system
• Electronic fuel injection system
YAMAHA YZF R15

This is the latest offering from the Yamaha stable. The YZF R15 is the first truly sports
bike launched in India. The looks and design have been done keeping the bigger R1 in
mind and hence the resemblance.
The bike is priced at Rs.97,500 (ex-showroom) across India. It boasts of the first liquid
cooled 4 valve engine in the two wheeler category which gives it better performance and
power. It is a 150cc bike having enough power to bring chills to the rider when he revs
up the accelerator.
BAJAJ PULSAR DTS FI 220 CC

Bajaj auto has upgraded the Pulsar family with the launch of its high-end bike Pulsar
DTS-Fi 220 cc. This advanced variant of popular Pulsar combines new features and
advanced technology. This all new version of Pulsar is priced at Rs.70, 000 (ex-
showroom Delhi).

The 2009 edition of Bajaj Pulsar comes without fuel injection technology but yet it will
produce more power at 21PS. The new Bajaj Pulsar DTS – Fi 220 cc will reach the top
speed of more than 140 kmph. This two wheeler from India's second largest two-wheeler
manufacturer comes with single cylinder 4 stroke air cooled engine. This motorcycle has
a maximum power of 21.04 @ 8500rpm and maximum torque of 19.12@7500 rpm.
Bajaj Pulsar DTS-Fi 220cc will be available in all contemporary black themes as well as
can be availed in 4 different colors. The recently launched Bajaj Pulsar DTS Fi-220 cc
reflects a major difference from other Pulsar bikes launched by the automaker. This
change is the downgrading of Pulsar model from Fuel Injection to carburetion.
The all new Bajaj Pulsar DTS-Fi 220cc is loaded with features like engine oil cooler, split
seats, clip-on handle bar, auto choke and fuel & battery charge indicators. This new
version of Pulsar makes the use of temperature based ignition mapping. This kind of
mapping helps to optimize the ignition timing in order to achieve good start ability,
outstanding torque as well as quick warm up.
The different features to look out for in Bajaj Pulsar DTS Fi include rear and front disc
brakes. In fact, this is the first bike in India that comes with both types of brakes. Since
this motorcycle is designed to offer a thrilling riding experience it is also packed with
varied safety features for smooth running. According to the reviews of this advanced
version of Pulsar, this bike in India is sure to give competition to motorcycles of other
brands.

HONDA CBF STUNNER FI
Geared with PGM-FI technology, Honda CBF Stunner FI has made its way in India. The
new version of CBF Stunner sports bike from Honda Motorcycle and scooters
India Pvt. Ltd. (HMSI) was launched and targeted for the youth in the country. This
sports bike from Honda Motorcycle's is priced at around Rs. 66,200 (ex-showroom,
Bangalore) and Rs. 64,630 (ex-showroom, Delhi).
An ultimate desire for every youth, Honda CBF Stunner PGM FI comes equipped with
superior technology and stunning performance. Powered with a 4-stroke, air cooled OHC
single cylinder engine, this two wheeler is offered with digital ignition. The new Honda
CBF Stunner FI is believed to develop 11bhp at 8000 rpm and 11 nm torque at 6500
rpm. The motorbike re-defines style with amazing features like a stepped-up seat, half
fairing, front and rear tubeless tires, alloy wheels for a comfortable riding experience.
Honda CBF Stunner PGM FI 125 cc gives a top speed of 65kmph in 5.2 seconds. The
eco- consciousness of the company HMSI, that is the wholly-owned two-wheeler
subsidiary of Japan-based Honda motor Company, is also evident from the PGM-FI
technology used in this sports bike. The PGM-Fi (Programmed Fuel Injection) technology
of the two wheeler would keep emission level as low as 1/10 of BS II Norm.
The all new CBF Stunner PGM-FI has maintenance free battery and viscous air filter that
promises less maintenance. Cumulated with PGM-FI technology, this version of Honda
Stunner is believed to reach out to the youngsters and give them a heart racing
experience.
Key Highlights:-
• PGM-FI (Programmed Fuel Injection) Technology

• 125cc Air-Cooled Four-Stroke Self-Start Engine
• Dual Tone Styling
• Sporty Half-Chain Case
• Bank Angle Sensor
• Premium 3-D Emblem
• Handle Weight
• Premium Key
• Stepped-up Seat
• Half Fairing
• Front and Rear Tubeless Tires
• Alloy Wheels
THUNDERBIRD TWINSPARK
Launched in year 2008, Thunderbird Twinspark is one of the most stylish bike intended
for those who want and wish to be on top of the world. It is the first model that leads
Royal Enfield revolutionary Unit Construction Engine.
The Royal Enfield Thunderbird Twinspark is the perfect example of unfolding mix of old
and new. Its 346 cc engine, 4 stroke single cylinder air-cooled engine delivers maximum
power of 19.8 bhp @ 5250 rpm capacity ensuring its smooth performance and constant
vacuum (CV) carburetor assure its simple start. Delighting customers, this bike is
absolute comfort statement for the passenger as well as rider. This bike is like a must-
have for every rider and it is hard to beat in terms of pure riding pleasure and visual
delight.
Special Features:
Incorporated with all latest and advanced features, this bike includes:
• Ergonomically designed high density foam seats

• Rear gas filled shock absorber
• Heat shield on silencer
• Bigger CV carburetor BS-29
• Electric starter
• Electronic flasher
• Multi focal reflector
• 280mm disc-front brake and 150mm drum-rear brake
• Engine – Single cylinder, 4 Stroke, OHV, Dual spark ignition engine, aircooled
• Power and Torque - 19.8 bhp @ 5250 rpm/28 Nm @ 4000 rpm
• Fuel tank capacity – 15.5±1Liters
SUZUKI HAYABUSA 1300
Price range: Rs 1,248k to 1,252k

Suzuki Hayabusa 1300 is the world fastest production bike, the ultimate choice and
preference of all bike lovers.

Features:
Some special characteristics of Suzuki Hayabusa 1300 are :
• Steering damper
• Engine mode indicator
• Vertically stacked headlight
• LED taillight
• Radial mount TOKICO front brake caliper
Colors:
Some special characteristics of Suzuki Hayabusa 1300 are :
• Solid black/ Metallic majestic gold

• Pearl nebular black/ Metallic phantom gray
Specifications:
• Engine capacity - 1340 cm2 (cc)

• Fuel Tank - 21.0 litres (5.5 US gallons)
• Type - 4-stroke, 4-cylinder, liquid-cooled, DOHC
• Compression ratio - 12.5:1
SUZUKI GS 150R
Price range: Rs 57k to 62k

Also known for its attractive appeal, Suzuki GS 150R is styled with inspiration from
Suzuki international super bike GSX-R. Equipped with engine balancer technology, this

bike is designed with a high acceleration performance in low to mid range speed, i.e.
very important for city driving.
Colors:
• Candy max orange

• Pearl nebular black gray
• Metallic flint grey
• Candy dark greenish blue
Features:
Equipped with certain unique features like :
• 150cc engine with new design

• Digital speedometer with dual modes
• Majestic and stronger fuel tank
• Integrated rear turn signal
• Rear suspension with separate reservoir tank
Specifications:
• Curb mass - 149 kgs

• Type - Four-stroke, Air-cooled,SOHC
• Displacement - 149.5 cm3 (cc)
• Max Power - 13.8bhp@8500rpm
• Max Torque - 13.4Nm@6000rpm
• Compression ratio - 9.35/1
TVS APACHE RTR FI 160
Aiming to strengthen its presence in the premium segment, country's third largest two-
wheeler maker TVS Motor Company on Monday launched an advanced version of its
bike Apache fitted with fuel injection engine, priced at Rs 64,990.

The new bike Apache RTR FI would come with an 160 cc fuel injected engine
TVS APACHE RTR FI is the first bike from its stable to feature innovative Fuel Injection
technology. By launching the apache RTR FI TVS will bring the its ultimate racing
experience to the streets. According to TVS, the new apache RTR FI offers instant thrill
and superior performance of a fuel injected 160cc engine. The 160cc FI mill cranks out
15.1bhp at 8500 rpm and 13.1Nm at 6500rpm. The figures are not much different for
carbureted apache RTR. However, the power delivery will be progressive and the
refinement can be felt while driving. TVS claims the top speed of the new apache RTR
Fuel Injection (FI) as 120kmph. Also because of the improved combustion the emissions
will be minimal in the new apache RTR Fuel Injection (FI).Another novel feature in the
new apache RTR Fuel Injection (FI) is the rear disc brake. This new feature will give
better control over this beast.

1.7 FUTURE LAUNCHES
YAMAHA R125
The most advanced 125 production super sport

machine that Yamaha will launch in 2009 will be
YZF-R125. This radical, high-revving, fuel-injected
125 is the work of the same engineers who created
our legendary YZF-R1 and YZF-R6 super sport
bikes.
Main Features of Yamaha R125:

-Liquid-cooled single-cylinder 4-stroke
-SOHC 4-valve cylinder head
-Wet-sump lubrication system
-Fuel injection
-Electric start
-6-speed transmission
-R6-style mid-ship muffler
-Dual catalysers
-Air Induction system
Expected In: July, 2009
YAMAHA R6
What you will feel when you on Yamaha's new R6 a

quick progress, not rapid, beneath 70 mph in top,
however erst over the legal limit insignificant six
takes off as if a scolded cat without so a lot of as a
down shift. Drop to moment at this speed and you
will find yourself looking at the sky as everything
disappears behind you at an alarming rate and it will
be interesting to see what the six will do in the

quarter mile.
ENGINE SPECIFICATIONS
Displacement: 599cc
Engine: 4-stroke, 4-cylinder, 16-valves, D0HC
Maximum Power: 127 Bhp @ 14500 rpm
Maximum Torque: 65.8 Nm @ 11000 rpm
Gears: 6 Manual
DIMENSIONS
Length: 2040.00 mm
Width: 705.00 mm
Height: 1100.00 mm
Weight: 185.00 kg
Ground Clearance: 130.00 mm
Fuel Tank: 17.30 ltrs
Wheelbase: 1380.00 mm
Wheel Type: Alloys
Expected In : July, 2009

YAMAHA GLADIATOR 165
Yamaha's 165cc Gladiator will develop around 16.5

PS and complete a 0 – 60 sprints in less than 5
seconds and it believed that Yamaha has already
sent the bike for homologation and will launch its mid
Next Year. Bike was first displayed in last year’s Auto
Expo.
Displacement: 165cc
Engine: Air-cooled, 4-stroke, SOHC, 2-valve
Maximum Power: 15 Bhp (Expected)
Maximum Torque: 14 Nm ( Expected)
Gears: 5 Speed
DIMENSIONS
Length: 2065.00 mm
Width: 730.00 mm
Height: 1100.00 mm
Expected In : July, 2009
TVS APACHE RTR MENACE 180
180cc version of flagship product apache RTR will be

seen on road by mid 2009. Codenamed as the
menace, the new apache RTR 180cc would come
with few cosmetic upgrades. But what’s more
exciting will be the new powerful 180cc engine.
TVS announced earlier that it would introduce the

ABS (Anti-lock Braking System) in its forthcoming powerful bikes. However the new
apache RTR 180cc menace will not have ABS as it will push up the price. The proposed
200cc version of apache RTR might come with ABS.
Displacement: 180cc
Engine: 4 Stroke, EFi
Maximum Power: 18bhp
Gears: 5 Speed

DIMENSIONS
Length: 2020.00 mm
Width: 730.00 mm
Height: 1100.00 mm
Weight: 130.00 kg
OTHER SPECIFICATIONS
Top Speed: 135kph
Fuel Consumption (City): 28.00
Fuel Consumption (Highway): 42.00
HONDA CBR 150 R

After successfully accepted in Malaysian market. It is
speculated that Honda may bring its CBR 150R in
India by 2009 in competition with Karizma & R15
competitor and may price of CBR150 will be below
one lakh.
The Honda CBR150R is powered by a 149.4cc 4-

stroke carbureted single cylinder 4 valve DOHC engine with 11.0:1 compression and
CDI ignition, mated to a 6-speed wet clutch manual transmission. It produces 18.5 Bhp
at 10500 rpm and 13.5 Nm of torque at 8500 rpm.
Main Features of Honda CBR150R:

- DOHV 4-valve 150 cc water-cooled engine with balancer shaft.
- 6-speed return manual transmission.
- Front and rear disc brakes.

- Key slot cover for better protection against theft.
- Monoshock rear shock absorber.
- Secondary Air Supply System (SASS) which delivers extra air to the exhaust system
for cleaner emission.
- Catalytic Converter.
HONDA INTERCEPTOR
The hunger of Indian sports bikers will be satisfied

with the Honda Interceptor 800cc. Honda VFR 800
Interceptor is a Sports Touring Motorcycle i.e. it is
meant for the highways with a relaxed and
comfortable seating position, unlike the Sports bikes
that we currently see on the road. It’s sleek,
aerodynamic bodywork is functional yet beautiful and air flowing through the
windscreen’s central air vent provides cool air to the rider at low speeds and increases
rider comfort at higher speeds by offering real protection from high velocity winds.
HONDA CBR 1000 RR
The history-making CBR900RR Fire blade

completely rewrote the book of Super Sport
motorcycle design with a remarkably compact and
lightweight configuration based on a ‘Less Is More’
concept that achieved a breathtaking blast of litre-
class performance from a 900cc inline-4 engine
shoehorned into a highly advanced 600cc-class
chassis.
The Honda CBR1000RR Fire blade is a Moto GP race replica with many of its features
taken from Honda's top-end racing bikes. The result is a high-performance track and
racing superbike that also makes for a perfect street bike.
KAWASAKI NINJA 250 R

Made its debut on 1986 Kawasaki Ninja after a
long wait will soon be in India by 2009. The Ninja
250R features a six-speed transmission that has
been revised for smoother shifting, and is mated to a
more durable clutch. An entirely new radiator
provides better cooling while being lighter in weight.
A new radiator fan is quieter.
Its expected price in India will be around 1.3 Lacs
SUZUKI GSX-R 1000
Suzuki GSX-R 1000 offers something different when

compare to other bike in same segment amongst the
usual selling points of superb handling, class leading
performance it offers switchable ECU maps.
With switchable ECU fuel mapping you can switch to
low performance for easy handling in traffic, fuel
economy and when riding with cruisers, medium for
faster rides with the 600cc and full power for the track and Hayabusa owners.

HONDA CBR600RR
Inspired by the Honda RC211V MotoGP the
CBR600RR receives the "RR" designation for "race
replica" because of its emphasis on racing
characteristics such as an advanced braced
swingarm, center-up exhaust system, and more
aggressive riding position.
Features Of Honda CBR600 RR:
1) Exciting new colors: Red/Black, Pearl Orange/Black, Metallic Silver, and Graffiti
2) Exclusive, MotoGP derived Unit Pro-Link Rear Suspension
3) Dual Stage Fuel Injection System (PGM - DSFI) features two injectors per cylinder.
4) MotoGP-derived Honda Electronic Steering Damper (HESD).
5) High-revving engine redlines at 15,000 rpm.
6) MotoGP-style center-up exhaust system.
7) Radial-mount front brake calipers combined with radial actuated master cylinder.
8) 41mm Honda Multi-Action System (HMAS) inverted front fork.
9) Centrally located fuel tank increases mass centralization for a more compact frame
design.
10) Line beam headlights feature three-piece multi-reflector design.
Expected In: October, 2009

KAWASAKI NINJA ZX-14
Kawasaki Ninja ZX-14 is created to do everything

right. Right from the beginning. Its aerodynamics
reminds users that Kawasaki is indeed an aircraft
maker. The Kawasaki Ninja ZX-14 is based around
Kawasaki motorcycles 1352cc four-stroke engine.
It is an advanced version of Kawasaki’s unique

aluminum monologue frame, lightweight and very
strong.
Expected In: November, 2009

Chapter 2.0
CRITICAL REVIEW OF
LITERATURE

2.0 CRITICAL REVIEW OF LITERATURE
‘Consumer buyer behavior refers to the buying behavior of final consumers – individuals
and households who buy goods and services for personal consumption.’ (Philip Kotler)
‘To understand the buyer, and to create a customer out of him, through this
understanding, is the purpose of buyer behavior.’ (Ramaswamy and Namakumari)
It needs to be specified at the outset that there is no unified, tested and universally
established theory of buyer behavior. What is available today, are certain ideas of buyer
behavior.
FACTORS INFLUENCING BUYER BEHAVIOUR

A number of factors influence buyer behavior. They can be grouped under three broad
categories.
1. Factors that are part of buyer as an individual.
2. Buyer’s social environment (group influence).
3. Information from a variety of sources.
1. Factors that are part of the Buyer as an individual

An individual’s religion and cultural background, his personality traits, self concept, his
general endowments, his upbringing – in short, his overall biodata – play a crucial role in
his conduct as a buyer/consumer. These factors can be grouped broadly into three
categories:
i. Personal factors
ii. Cultural factors
iii. Psychological factors

I. Personal Factors – Age, Education, Economic Position, Self concept
An individual’s age, level of education, his occupation, overall economic position and
lifestyle all influence his role as a buyer. They decide what products he will buy and
consume. A person’s self concept and his concern about his about status also influence
his buying decisions. In fact today people are very concerned about their image and
status in society. It’s a direct outcome of their material prosperity. Status is announced
through various symbols like dress, ornaments, possessions and general lifestyle. The
desire for self expression and self advancement is closely linked with social status. For
several people, status is a major motive force guiding and shaping their life. Their
concept of status decides what material possessions they should have. Even if a product
that constitutes a status symbol is beyond their immediate reach, their aspiration to
possess it will influence their decision making process.
ii. Cultural Factors – Religion, Language etc.

Every culture, every language and every religion group dictates its own unique patterns
of social conduct. Within each religion, there may be several sects and sub sects; there
may be orthodox groups and cosmopolitan groups. In dress, food habits or marriage – in
almost all matters of individual life – religion and culture exercise an influence on the
individual, though the intensity may vary from society to society. The do’s and don’ts
listed out by religion and culture impacts the individual’s lifestyle and buying behavior.
iii.Psychological Factors – Beliefs, Attitudes, Motivation, Perception

Just like the economic and social conditions, a man’s disposition too has a close bearing
on his purchase decisions. Individuals coming under the same economic and social
groups can be vastly different when it comes to certain personal beliefs, faith and
attitudes. One may be timid and plain, while another may be outgoing and aggressive.
One may be traditional in the overall view of life, while another may be modern. One
may be east innovative, while another may welcome anything new. In fact, the maximum
variations are seen here and in the matter of analysis and assessment too, this area
poses maximum problem to the marketer.
2. Buyer’s Social Environment (group influence)
The buyer living in a society is influenced by it and is in turn influencing its course of
development. He is a member of several organizations and groups, both formal and
informal. He belongs to a family, he works for a certain firm, he may be a member of a
professional forum, he may belong to a particular political group, or a cultural body.
There is constant interaction between the individual and the groups to which he belongs.
And all these interactions leave some imprint on him, which influences him in his day to
day life and consequently, his buying behavior.
There are two broad types of group influences:
i. Influence of intimate group.
ii. Influence of the broad social class.
I. Influence of Intimate Group

Examples of intimate groups are family, friends, close colleagues and closely knit
organizations. These groups exercise a strong influence on the lifestyles and the buying
behavior of its members. Among these groups the most influential and primary groups
are the family and peer groups. The peer groups are closely knit groups composed of
individuals, who have a common social background and who normally belong to the
same age group. The peer group has the greatest influence on the individual member as
a stabilizer of styles and behavior patterns.
In any intimate group, there is likely to be an informal group leader. Te group respects
him and looks up to him. Though the leader may not directly influence every member in
his day to day purchases, his judgment on men and matters, and facts and fashion is
respected by the group; and his views and lifestyle influences their buying decisions. He
is normally the innovator in the group, who first tries new products and new ideas, and
then, he becomes the propagator of those products and ideas. These opinion leaders or
influencers play a key role in marketing. Marketers often try to reach these leaders first
through advertisements and other means of communication. And if the leaders are
convinced, their groups are likely to follow suit.
ii. Influence of the Broad Social Class

Structurally, the social class is a larger group than the intimate groups. The constitution
of a social class is decided by the income, occupation, place of residence, etc. of the
individual members. The members of a social class enjoy more or less the same status
or prestige in the community. They share a common lifestyle and behaviour pattern. And
they normally select a product or brand that caters to their class norms. Often they even
do their shopping in the same shopping are and patronize selected shops, which befit
their class image. This does not mean that all the members of a given social class will
buy the same products and the same brands or conform to the same style, amounting to
a sort of regimentation. Differential liking may exist among the members. But, in a buying
situation in which objective standard are not available to guide them, they may conform
to the ‘class norms’. Studies have shown that the extent of influence the social class has
on its members will depend on the extent of attractiveness of the group holds out to
them. The greater the attractiveness, the larger is the behavioral conformity.
Study of group influence on the individual buying behaviour will help the marketers to
develop right strategies for different customer segments. It is not feasible for them to
appeal to the fancies of every individual buyer. They can find ’commonalities’ or ‘pattern’
among specific groups of buyers and work on them.
iii. Information from various sources

The buyer today is exposed to a veritable flood of information, unleashed on him from
different sources. These sources inform him about new products and services, improved
versions of existing products, new uses for existing products and so on. The information
sources that persuade people to try a product include: advertising, samples and trials,
display in shops and salesmen’s suggestions.
Each of these sources provides some information to the buyer about the products. When
the buyer sees an advertisement for a product, he is informed about the existence of the
products. Later on, he may develop a positive or negative attitude towards the product or
he may remain neutral. In any case, a piece of information about the product is made
available to him and it has some influence on his buying behavior.
The availability of the product in the shop itself acts as an information source to te buyer.
The buyer may evince an interest in the product and may inquire about it. The product
advertises itself.
Often salesmen serve as a source of information to buyers. The salesmen may inform
the prospects about a product, explain its advantages and may even suggest a trial
purchase. In cases where a rapport has already been established between the buyer
and the salesman, the latter’s suggestions are normally taken as reliable.

THE BUYING PROCESS
1. Problem Recognition
The process of buying normally starts with the recognition of a need by the
consumer. He recognizes a problem and develops a perception of the problem. Then
he seeks information for solving his problem.
2. Awareness
The customer turns to his environment /world of information around him. It makes
him aware of the existence of the product that would solve his problem.
3. Comprehension (Evaluation)
Comprehension comes out of his ability to reason with the information.
The awareness and comprehension stages represent the information processing
stage. These two stages constitute the cognitive field of the purchase process.
4. Attitude
It is the sum total of the individual’s faith and feelings towards a product. As a result
of his awareness and comprehension, the consumer develops an attitude – favorable
or unfavorable – towards the product. The purchase process will continue only if he
develops a favorable attitude or a liking for the product.
5. Legitimization
The buyer must be convinces that the purchase of the product is he legitimate
course of action. This stage often stands as a barrier between a favorable attitude
towards the product and actual purchase. Only if the buyer is convinced about the
correctness of the purchase decision, will he proceed. At this stage, he may seek
further information regarding the product, or attempt to assess the information
already available.
Attitude and legitimization constitute the attitude field of he purchase process.
6. Trial
Conviction leads the consumer to try the product on a small scale ; he may buy a
sample. He tries to evaluate the product from his own experience.
7. Adoption
A successful trial leads him to buy/adopt the product.
Trial and Adoption constitute the behavioral field in the buying process.
8. Post-Purchase Behavior
The purchase leads to a specific post purchase behavior. Usually, it creates some
restless ness in the mind of the individual. He is not sure about the product. He may
feel that ‘the other brand’ would have been better. He may even feel that the
salesman has taken him for a ride. As this dissonance is uncomfortable, the
individual, by himself will seek all means to recover his conviction and poise. He well
seed reassuring advertisements of the products or he may deliberately avoid positive
stories about the competing brand.

THE YAMAHA STRATEGY IN INDIA
Yamaha has shifted its focus from the lower end segments to the premium segment of
bikes. It aims to provide its customers the full range of its engineering marvels that make
Yamaha the company that it is. Yamaha has a very strong focus on the technical
department, the result of which can be seen with Yamaha comfortably leading the
constructor’s championship in the Superbikes racing with Valentino Rossi and Colin
Edwards as their riders.
Yamaha has aimed to become the No.1 in customer satisfaction and is looking forward
to providing the customer with an ‘experience’ with its products.
The target market of India Yamaha Motors is the young and enthusiastic 18-25 yr. olds
who are willing to try taking the not so much treaded path of buying the ‘sports bike’
rather than a ‘utility two wheeler’. These young guns are very conscious of the style
quotient and look forward to their ride being a personality statement.
With the increasing dispensable income in India and growing middle and upper middle
class segment Yamaha is sure to find many prospective customers. With news of India
becoming the breeding ground for millionaires Yamaha has certainly identified an
opportunity and has grabbed it hands down.
THE 4 P’S FOR INDIA YAMAHA MOTORS
Product: India Yamaha Motors has recently launched its sports bike R15 and FZS in the
150cc. The bikes in the premium segment include MT01 and YZF R1. Yamaha is
bringing its latest technologies to India and aims to come up with a new product for the
Indian market every quarter.
The reliability and riding quality of a Yamaha have already been established through its
earlier products.
Price: The Yamaha range of products has been very competitively priced and the prices
of its premium segment bikes MT01 and YZF R1 are priced much below any present or
prospective competitor in the segment at Rs.10.5 lacs.

Its other products like the R15 has also been priced optimally looking at the
specifications of the bike. The bike despite being only 150 cc provides around 22 BHP of
power, more than any other bike in the 150-220cc. bracket. The bike has also brought
the liquid cooled engine technology to India and other features like the styling etc. are
also quite new for the Indian market and hence considering what it gives you it is a
bargain at Rs.97,500.
Promotion: Yamaha has been constantly loosing market share over the last few years
and has thus decided to change its brand image with change in its market strategy. The
company now wants to be known for its style and speed. It looks to be known as a
sports bike manufacturer and not as an economy bike segment player.
Taking these factors into consideration the company has started a complete makeover
of its image. The recent R15 and FZS ads on numerous channels on TV and other ads
on both electronic and print media vindicate the point.
The company has also opened ‘Yamaha bike stations’ which are company owned
showrooms and completely symbolize the brand image that Yamaha wants to achieve in
India.
Place: India Yamaha Motors has adopted a two tier marketing channel consisting of the
Primary dealers at tier1 and the secondary dealers or retailers at tier2. In addition to
these two tiers there are also the ‘company owned showrooms’ and the multibrand
outlets.

CHAPTER 3.0
HYPOTHESES

3.0 HYPOTHESES
H0 = Yamaha’s new launch of FZ & FZS has changed customers perception regarding
choice of bikes.
H1 = Yamaha new launch of FZ & FZS has not changed customers perception regarding
choice of bikes.
H0 = Yamaha has regained its image in India after the launch of FZ & FZS.
H1 = Yamaha has not regained its image in India after the launch of FZ & FZS.
H0 = There is a significant relationship between income group and the choice of features
they value most in a two wheeler.
H1= There is no significant relationship between income group and the choice of features
H0 = There is a significant relationship between income group and the 1st information
source for the people.
H1= There is no significant relationship between income group and the 1st information
H0 = There is a significant relationship between age group and the choice of features
H1= There is no significant relationship between age group and the choice of features
H0 = There is a significant relationship between age group and the 1st information source
for the people.
H1= There is no significant relationship between age group and the 1st information source
for the people.

CHAPTER 4.0
EXECUTIVE SUMMARY

4.01 EXECUTIVE SUMMARY
This research is a hypothesized study which was conducted to measure the Customer
Satisfaction Level from the Yamaha’s new products such as YAMAHA FZ & YAMAHA
FZS; this research was conducted in the East UP region. This research was done during
the months of June and July2009.Hence the data displayed has been collected during
the before mentioned period.
To meet the research objectives, following activities have been performed.

1. An extensive search of relevant literature from news articles, internet, books. This
step guided the development of the methods and instruments for collecting data.
2. Designing the questionnaire.
3. Survey has been carried away by telephone, one-on-one interviews; The Survey
included both quantitative, forced-choice or close ended questions and qualitative,
open-ended questions.
4. Analysis was done on the basis of the information.
During this research it was found that Yamaha’s new launched bikes(FZ & FZS) has
increased its market share by attracting new customers and helped to retain its old
customers which they have lost in she past after the ban of RX100 in India. FZ & FZS
are awarded as a BIKE OF THE YEAR. India Yamaha Motors, a company that is known
for combining technology, quality and performance in their bikes, had taken an initiative
to introduce some of their performance driven bikes in India last year and are now
reporting an impressive growth of 48% in sales during April 2009 having sold 15120
units as compared to 10199 units in April last year. With their product line-up being the
FZ-16, FZ-S and the R15, India Yamaha Motors is also providing their customers with
Different experiences with their various programs such as allowing the customers to
drive their bikes on a race track.
It is also seen that Yamaha is focusing on the Premium segment of bikes which is slated
to welcome new players. Yamaha would have to constantly innovate and come up with
new products to maintain its dominance in the segment.

Chapter 5.0
RESEARCH DESIGN
5.1 Data Source
5.2 Research Approach
5.3 Objectives
5.4 Research Design
5.5 Sample Design
5.6 Scope of Study
5.7 Limitations of the study

5.0 RESEARCH METHODOLOGY
The report has been prepared on the basis of information collected from different sources.
In order to achieve the objective of the project proper research method was applied.. After
giving through brain storming session, objectives were selected and the set on the base of
these objectives, A questionnaire was designed major emphasis of which was gathering
new ideas or insight so as to determine and bind out solution to the problems.
5.1 DATA COLLECTION SOURCE
Research included gathering both primary and secondary data. :
PRIMARY DATA - Primary Data was very crucial to collect so as to know various past &
present consumer views about bikes and to calculate the market share of this brand in
regards to other brands. Fresh primary data was collected by taking direct feed back from
customer which involved face to face interview with the customer as well as through
telephonic interview with the customer , all the FZ customer who visited the dealership
showroom for the service of their bikes were questioned in order to find out the customer
satisfaction level.
SECONDARY DATA- are those which has been collected by some one else and which
already have been passed through statistical process. Secondary data has been taken
from internet, newspaper, magazines and companies web sites.
5.2 RESEARCH APPROACH
SURVEY METHOD: The research approach used was survey method which is a widely
used method for data collection and best suited for descriptive type of research survey
includes research instrument like questionnaire which can be structured and unstructured.
Target population is well identified and various methods like personal interviews and
telephone interviews are employed.

5.3 OBJECTIVES
• To know the customer’s perception regarding launch of new bikes FZ & FZS by
Yamaha.
• To determine the customer’s satisfaction regarding bikes and after sales service.
• To determine the factors influencing the choice of customers regarding bikes
• To know the market scenario of second hand bike industry.
5.4 RESEARCH DESIGN
This study is a mix of explorative and formal methodologies adopting monitoring and
observing to study the dealerships in Lakhimpur and communication to elicit responses
from customers. This is a cross sectional study done during the months of June and
July.
For the customer satisfaction study a questionnaire was formulated containing 17 closed
ended questions which were sent out for response through the internet and mainly
through personal interviews of customers at Yamaha dealerships. This data was later
analyzed using SPSS through performing the cross-tabulations on various involved
variables. Results of this step formed the basis of the recommendations given to the
company.

To know the Yamaha reputation and sales promotion in motorcycle market, census
method was chosen and all the dealership were individually visited in the area of
Lakhimpur, Mosaram Auto Sales(Hero Honda), I did a market survey by taking open
interviews to the dealers and brokers of the market.
5.5 SAMPLE DESIGN
For the sales promotion study a census methodology was adopted and all the
dealerships and brokers of that region were visited.
For the customer satisfaction study a sample of 100 persons was chosen from the
Yamaha’s dealership in Lakhimpur. The sample was judgmental and methodology was
non probability sampling
Size of Sample 100

Sampling technique Judgmental (Non Probabilistic
Sampling)
Location from which samples were taken Lakhimpur
5.6 SCOPE OF THE STUDY
This study is aimed at providing India Yamaha Motors with an insight into the success of
FZ & FZS as well as the customer’s response and awareness towards the brand,
products and services of Yamaha.
The data has been analyzed and presented in a simple and precise way on the basis of
which pertinent recommendations have been made to the company to better the
services, policies and strategies of the company in India.

5.7 LIMITATIONS OF THE STUDY
• This research is geographically restricted to Lakhimpur only. Hence the result

cannot be extrapolated to other places.
• The study is restricted only to the organized sector of two wheeler industry
• The seriousness of the respondents and their ability to justify their answers may
also be a limitation.
• The sample size is small due to the specified reasons.
• Findings are based on sample survey.
• All interview questions are undisguised or direct. Hence there is a scope for the
respondents to be biased or pretentious.

Chapter 6.0
Data

6.0 DATA
PRIMARY DATA
In order to find out customer satisfaction & Perception regarding newly launched bikes
of Yamaha Primary Data was collected by personally visiting the dealerships and
showrooms. With the help of a questionnaire we took the feedback from the FZS
customers who were coming for the services of their bikes at the dealerships. As well as
we contacted some of the customers through telecalling by taking the data about the
customers from the customer data register of the dealership We interviewed them and
discussed with the showroom staff as well as with the employees at Yamaha which
helped us to prepare our research Report .
SECONDARY DATA
The Secondary Data collection involved internet search, browsing magazines,

newspapers and articles and papers related to the two wheeler industry in India.
Numerous Journals and books related to the topic were also browsed to understand the
dynamics of the industry.

Chapter 7.0
FINDINGS AND ANALYSIS
7.1 RESULTS OF CUSTOMER SURVEY
7.2 HYPOTHESES TESTS

7.1 RESULTS OF THE CUSTOMER SURVEY
7.1.1: The Age distribution in the sample.
ANALYSIS: 7.1.1: Following points can be referred from the above pie chart
• The above pie chart is showing that the customers of FZS are mainly coming
from the age group of 16-25 that is around 69%, as Yamaha claims that they
generally target their customers who are between the age group of 18 to 25,
because that people of this age group are passionate and are style freaks,
• So we can say that Popularity of Yamaha is available in the age of 26-30 (around
20%) also because of its reputation in the world market.

7.1.2: The Marital status distribution in the sample.
Analysis: 7.1.2: In this pie chart it is very much clear that 76% of the Yamaha’s
customer is mainly the youth who are single, so Yamaha’s new launch FZS is mostly
being accepted by the singles instead of family oriented people.

7.1.3: The Occupation distribution in the sample.
Analysis: 7.1.3: Once again we found that Yamaha’s major customers are the students of
colleges and schools which consists 43%, as they want something special, new, stylish,
masculine and attractive and Yamaha is providing that in the form of FZS.

7.1.4: The Income groups distribution in the sample.
Analysis: 7.1.4: In the income group distribution we can analyze that customers of FZS
are coming from the Middle income group people which is around 73% by including
10001-40000 slab of income group. It shows that Yamaha is placing their products in the
appropriate price range. As the people of this income bracket can easily afford this Bike.

7.1.5: The Way of purchasing distribution in the sample.
Analysis: 7.1.5: Here again we can prove that the products of Yamaha are in the
acceptable price range, as we can see that purchasing way of the customers are leading in
the CASH sector. Customers are easily affording the price of FZS; they are not feeling
much problem with the amount of FZS.Today’s customers are ready to pay for better
facilities and technology and they feel that FZS deserves that price which YAMAHA is
offering.

7.1.6: The Financing distribution in the sample.
Analysis: 7.1.6: In this pie chart a very important thing can be referred that
Indian Youths are not so much independent in the financial matters, still they depends on
the family, as Yamaha claims that they target the people of 18-25 age group, but here we
can say that they should promote such kind of advertisements where the Yamaha
products can link to the family. Ultimately family is paying the amount so Yamaha
should target according to family also, so that the view of the children and family
shouldn’t clash.

7.1.7: Compared brands with FZS.
Analysis: 7.1.7: Majority of people is not comparing Yamaha FZS to any other
product and the number of such people is around 39%,
But the second view which we have found that FZS is getting a very tough competition
Fr BAJAJ & HERO HONDA. BAJAJ has launched their new edition of Pulsar 220 at a
very low price (around 70000 ex showroom price), which is the reason for the tough
competition giving by BAJAJ. On the other hand HERO HONDA HUNK is also giving
direct fight to the FZS because of its MILEAGE only. There are some more competitors
which are stable at their market share in automobile industry.

7.1.8: The choice of Feature which is most important in a bike.
Analysis: 7.1.8: If we see the trend of Two wheeler industry we found that earlier people
were looking mainly towards the mileage of the vehicle but now In our research we
collected data and found that now customer’s perception has changed and they are
shifting towards the style, design & riding comfort of the vehicle,
54% customers have purchased FZS because of its Style & Design and only 2% people
are looking for the mileage.
So in a way we can say they Yamaha exactly changed the perception of Indian
customers. They are trying to attract customers with new style, design or look of the bike
and creating passion in the customers for the speed and power.
So through this we have proved our First hypothesis which was regarding the Yamaha’s
new launch of FZ & FZS that has changed the customer’s perception regarding choice of
bikes.

7.1.9: 1st Information sources and their shares
Analysis: 7.1.9: As we can see here the major promotional tool which is
influencing the customers is TVCF which stands for Television Commercial, which is
around 45%, after that the major source of awareness among customers, is
Family/Friends. Magazine and newspaper consists only 9% in our research, but if we
look them at a very good sample size then it is around 2% only.
So here we can say that Yamaha should produce better advertisements like FZS
and they should link their ads with the emotions of the customers so that the brand
recognition by the customers will be for long time. The customers can still recall the
punch lines of Bajaj and Hero Honda such as HAMARA BAJAJ or HERO HONDA
DESH KI DHADKAN. YAMAHA should also use such kind of heart loving lines.

7.1.10: Customer Perception regarding Yamaha Image after FZS
Analysis: 6.1.10: This is a good result for Yamaha that once again they are creating place
in the heart of the customers, after the discontinue of RX100 Yamaha has lost very big
amount of customers in the last 10 years, but after the launching of FZS, Yamaha has
improved their image among the customers.
Our data is showing that 98% people are admitting that Yamaha has improved their
image after the FZS and R15 launch, feedback which we have got from the customers
were like that Yamaha has produced something new this time and very stylish and well
designed product..
With Yamaha's continued thrust on technology, quality and manufacturing excellence
and introduction of Global Yamaha standards in its operations, the customers have
experienced the real Yamaha and have come closer to the brand.
By this we are again proving our second HYPOTHESIS that YAMAHA has regained its
image after the launch of FZ & FZS.

7.1.11: Comments for FZS by Potential Customers.
Analysis: 7.1.11: This year Yamaha FZS has got the BIKE OF THE YEAR AWARD
which shows its popularity among the customers. It has fulfilled the desire and demand of
the current customers, there are very few people who still need some improvements in the
FZS but Yamaha is taking care of those customers also. As our data is showing that 78%
people are giving good comments or responses for Yamaha, they are feeling that FZS is
the most stylish and trendy bike in these days, 2% people are feels that spare parts of
Yamaha FZS are very costly and 16% people are complaining for the mileage of the bike,
therefore Yamaha should work on these loopholes of the bike so that they can attract
some more customers.

7.2 HYPOTHESES TESTS
HYPOTHESIS I
H0 = Yamaha’s new launch of FZ & FZS has changed customers perception regarding
choice of bikes.
H1 = Yamaha new launch of FZ & FZS has not changed customers perception regarding
choice of bikes.
PURCHASING REASONS
Cumulative
Frequency Percent Valid Percent Percent
Valid STYLE/DESIGN 54 54.0 54.0 54.0
CONTOLLABILITY 7 7.0 7.0 61.0
PICK UP 8 8.0 8.0 69.0
REPUTATION OF 6 6.0 6.0 75.0
MAKER
RIDING COMFORT 12 12.0 12.0 87.0
NEW TECHNOLOGY 8 8.0 8.0 95.0
DURABILITY 1 1.0 1.0 96.0
OTHERS 2 2.0 2.0 98.0
MILEAGE 2 2.0 2.0 100.0
Total 100 100.0 100.0

OBSERVATION
When we analyze the above Bar Diagram we can clearly find out that now a days
customer are not looking for mileage at all, they are going for style and design, so by
conducting this survey we have found that after the launch of Yamaha FZS people are
giving second thought to mileage which was first in the previous days.
So the above chart is ACCEPTING our NULL HYPOTHESIS and REJECTING our
ALTERNATE HYPOTHESIS.
As it is very clear by looking up the BAR DIAGRAM so there is no need for any other
test.

HYPOTHESIS II
H0 = Yamaha has regained its image in India after the launch of FZ & FZS.
H1 = Yamaha has not regained its image in India after the launch of FZ & FZS.
YAMAHA IMPROVED
Cumulative
Frequency Percent Valid Percent Percent
Valid YES 98 98.0 98.0 98.0
NO 2 2.0 2.0 100.0
Total 100 100.0 100.0

OBSERVATION
Here again we can see clearly that 98% of total sample size are accepting that YAMAHA
has regained its image after the launch of FZ & FZS .There are only 2% people who are
still feeling that YAMAHA is not up to the mark. so this observation is also proving true to
our NULL HYPOTHESIS and REJECTING the ALTERNATE HYPOTHESIS.
HYPOTHESIS III
H0 = There is a significant relationship between income group and the choice of features
H1= There is no significant relationship between income group and the choice of features
Case Processing Summary

Cases
Valid Missing Total
N Percent N Percent N Percent
MONTHLY 100 100.0% 0 .0% 100 100.0%
HOUSEHOLD INCOME
* PURCHASING
REASONS

MONTHLY HOUSEHOLD INCOME * PURCHASING REASONS Cross tabulation
PURCHASING REASONS
OF REPUTATION
PICK UP
NEW TECHNOLOGY
MILEAGE
RIDING COMFORT
DESIGNSTYLE/
CONTROLLABILITY
DURABILITY
OTHERS
TOTAL
MAKER
MONTHLY HOUSEHOLD INCOME
UPTO 10000
Count 8 1 2 2 4 0 0 0 0 17
% within 47.1% 5.9% 11.8 11.8% 23.5 .0% .0% .0% .0% 100.
MONTHLY % % 0%
HOUSEH
OLD
INCOME
% within 14.8% 14.3 25.0 33.3% 33.3 .0% .0% .0% .0% 17.0
PURCHAS % % % %
ING
REASONS
% of Total 8.0% 1.0% 2.0% 2.0% 4.0% .0% .0% .0% .0% 17.0
%
1000 Count 18 2 3 0 2 4 1 1 2 33
1- % within 54.5% 6.1% 9.1% .0% 6.1% 12.1 3.0% 3.0% 6.1% 100.
2000 MONTHLY % 0%
0 HOUSEH
OLD
INCOME
% within 33.3% 28.6 37.5 .0% 16.7 50.0 100. 50.0 100.0 33.0
PURCHAS % % % % 0% % % %
ING
REASONS
% of Total 18.0% 2.0% 3.0% .0% 2.0% 4.0% 1.0% 1.0% 2.0% 33.0
%
2000 Count 24 4 3 2 5 1 0 1 0 40
1- % within 60.0% 10.0 7.5% 5.0% 12.5 2.5% .0% 2.5% .0% 100.
4000 MONTHLY % % 0%
0 HOUSEH
OLD
INCOME
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Pearson Chi-Square 31.685a 32 .482
Likelihood Ratio 33.007 32 .418
Linear-by-Linear .006 1 .936
Association
N of Valid Cases 100
a. 42 cells (93.3%) have expected count less than 5. The
minimum expected count is .01.
Symmetric Measures
Asymp. Std.
Value Errora Approx. Tb Approx. Sig.
Interval by Pearson's R -.008 .092 -.080 .936c
Interval
Ordinal by Spearman -.016 .100 -.154 .878c
Ordinal Correlation
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.

OBSERVATION: 1: 60% of the people in the 20001-40000 income group opt for style
and 54.5% in 10000-20000.
OBSERVATION: 2: Style/Design & riding comfort are the two most significant factors for
people.
OBSERVATION: 3: Chi square test has an asymptotic significance greater than 0.1
hence there is no significant relationship between the variables, hence H0 is rejected.
HYPOTHESIS IV
H0 = There is a significant relationship between income group and the 1st information
H1= There is no significant relationship between income group and the 1st information

Cases
Valid Missing Total
MONTHLY 100 100.0% 0 .0% 100 100.0%
HOUSEHOLD INCOME
* SOURCE OF
AWARENESS

MONTHLY HOUSEHOLD INCOME * SOURCE OF AWARENESS Cross tabulation
SOURCE OF AWARENESS Total
SHOWROOM
FRIENDSFAMILY/
MAGAZINE
WEBSITE/BLOGS
TVCF
NEWSPAPER
AUTOEXPO
ROADSHOW/TES
OTHERS
TRIDE
MONTHLY HOUSEHOLD INCOME
UPT Count 5 4 1 3 3 0 1 0 0 17
O % within 29.4 23.5 5.9% 17.6 17.6% .0% 5.9% .0% .0% 100.0
100 MONTHL % % % %
00 Y
HOUSE
HOLD
INCOME
% within 11.1 16.7 20.0% 25.0 60.0% .0% 33.3% .0% .0% 17.0%
SOURC % % %
E OF
AWARE
NESS
% of 5.0 4.0% 1.0% 3.0 3.0% .0% 1.0% .0% .0% 17.0%
Total % %
100 Count 16 8 1 3 1 2 1 1 0 33
01- % within 48.5 24.2 3.0% 9.1 3.0% 6.1% 3.0% 3.0% .0% 100.0
200 MONTHL % % % %
00 Y
HOUSE
HOLD
INCOME
% within 35.6 33.3 20.0% 25.0 20.0% 50.0% 33.3% 100.0 .0% 33.0%
SOURC % % % %
E OF
AWARE
NESS
% of 16.0 8.0% 1.0% 3.0 1.0% 2.0% 1.0% 1.0% .0% 33.0%
Total % %
200 Count 20 11 3 4 1 0 0 0 1 40
01- % within 50.0 27.5 7.5% 10.0 2.5% .0% .0% .0% 2.5% 100.0
400 MONTHL % % % %
00 Y
HOUSE
HOLD BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA
INCOME
% within 44.4 45.8 60.0% 33.3 20.0% .0% .0% .0% 100. 40.0%
SOURC % % % 0%
E OF
Chi-Square Tests
Asymp. Sig. (2-
Value df sided)
Association
OBSERVATION: 1: The 10001-20000 & 20001-40000 income group mainly uses

advertisements as their primary information source. 50% in both groups are relying on
the Advertisement as a source of awareness for any new launch or any other information
regarding two wheelers.

OBSERVATION: 2: Advertisements and Friends together constitute 69% of the total.
OBSERVATION: 3: We can see that through newspaper and magazine we are not
passing our product details to the customers easily, reason behind this can be that we
are not positioning our AD’s in the right area. So once again we should do the Targeting
Positioning and segmenting our customers for our product advertisement in newspaper.
HYPOTHESIS V
H0 = There is a significant relationship between age group and the choice of features
H1= There is no significant relationship between age group and the choice of features

Cases
Valid Missing Total
PURCHASING 100 100.0% 0 .0% 100 100.0%
REASONS * AGE

PURCHASING REASONS * AGE Cross tabulation
AGE
Above
16-20 21-25 26-30 30 Total
STYLE/DESIGN Count 17 20 13 4 54
% within PURCHASING 31.5% 37.0% 24.1% 7.4% 100.0%
REASONS
% within AGE 60.7% 48.8% 65.0% 36.4% 54.0%
% of Total 17.0% 20.0% 13.0% 4.0% 54.0%
CONTROLLABILI Count 3 3 0 1 7
TY % within PURCHASING 42.9% 42.9% .0% 14.3% 100.0%
REASONS
% within AGE 10.7% 7.3% .0% 9.1% 7.0%
% of Total 3.0% 3.0% .0% 1.0% 7.0%
PICK UP Count 2 4 1 1 8
% within PURCHASING 25.0% 50.0% 12.5% 12.5% 100.0%
REASONS
% within AGE 7.1% 9.8% 5.0% 9.1% 8.0%
% of Total 2.0% 4.0% 1.0% 1.0% 8.0%
REPUTATION OF Count 0 4 0 2 6
MAKER % within PURCHASING .0% 66.7% .0% 33.3% 100.0%
REASONS
% within AGE .0% 9.8% .0% 18.2% 6.0%
% of Total .0% 4.0% .0% 2.0% 6.0%
PURCHASING REASONS
RIDING Count 3 5 2 2 12
COMFORT % within PURCHASING 25.0% 41.7% 16.7% 16.7% 100.0%
REASONS
% within AGE 10.7% 12.2% 10.0% 18.2% 12.0%
% of Total 3.0% 5.0% 2.0% 2.0% 12.0%
NEW Count 1 4 3 0 8
TECHNOLOGY % within PURCHASING 12.5% 50.0% 37.5%
BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA.0% 100.0%
Chi-Square Tests
Asymp. Sig.
Value df (2-sided)
Association
Symmetric Measures
Asymp. Std.
Value Errora Approx. Tb Approx. Sig.
Interval by Pearson's R .096 .102 .957 .341c
Interval
Ordinal by Spearman .084 .100 .838 .404c
Ordinal Correlation
a. Not assuming the null hypothesis.
b. Using the asymptotic standard error assuming the null hypothesis.
c. Based on normal approximation.

OBSERVATION: 1: Around 61% of people in the 21-25 years age group and 75% of 26-
30 years age group opt for style, design and riding comfort. So we can say there is no
combination with age and choice of feature of bike.
OBSERVATION: 2: Only 2% people are demanding for Mileage so by this somewhere
this result is also proving our null hypothesis of first hypothesis true that Yamaha has
changed the perception of customers now a days.
HYPOTHESIS VI
H0 = There is a significant relationship between age group and the 1st information source
for the people.

H1= There is no significant relationship between age group and the 1st information source
for the people.

SOURCE OF AWARENESS * AGE Cross tabulation
AGE
Above
16-20 21-25 26-30 30 Total
TVCF Count 10 16 14 5 45
% within 22.2% 35.6% 31.1% 11.1% 100.0
SOURCE OF %
AWARENESS
% within AGE 35.7% 39.0% 70.0% 45.5% 45.0%
% of Total 10.0% 16.0% 14.0% 5.0% 45.0%
FAMILY/FRIENDS Count 7 8 4 5 24
% within 29.2% 33.3% 16.7% 20.8% 100.0
SOURCE OF %
AWARENESS
% within AGE 25.0% 19.5% 20.0% 45.5% 24.0%
% of Total 7.0% 8.0% 4.0% 5.0% 24.0%
ROADSHOW/TESTRI Count 1 4 0 0 5
DE % within 20.0% 80.0% .0% .0% 100.0
SOURCE OF %
AWARENESS
% within AGE 3.6% 9.8% .0% .0% 5.0%
% of Total 1.0% 4.0% .0% .0% 5.0%
SHOWROOM Count 1 8 2 1 12
% within 8.3% 66.7% 16.7% 8.3% 100.0
SOURCE OF %
AWARENESS
% within AGE 3.6% 19.5% 10.0% 9.1% 12.0%
SOURCE OF AWARENESS
% of Total 1.0% 8.0% 2.0% 1.0% 12.0%

MAGAZINE Count 4 1 0 0 5
% within 80.0% 20.0% .0% .0% 100.0
SOURCE OF %
AWARENESS
BBS INSTITUTE%OF
within AGE
MANAGEMENT 14.3%
STUDIES, 2.4%
GREATER.0%
NOIDA .0% 5.0%
Chi-Square Tests
Value df Asymp. Sig.
(2-sided)
Linear-by-Linear 7.581 1 .006
Association

OBSERVATION: 1: Around 60% of people in the 16-20 years age group and 55% in
21-25 age groups have TVCF and friends as their primary information source.
OBSERVATION: 2: TVCF & Family/friends are the major source of info in every group.
hence there is no significant relationship between the variables, hence H0 is rejected
To make my analysis easier I divided the bikes in 4 different segments
1. PREMIUM SEGMENT
2. DELUXE SEGMENT
3. EXECUTIVE SEGMENT
4. ENTRY SEGMENT
Here we are doing the analysis of every segment one by one.
1. PREMIUM SEGMENT

2009
2008
Ex- % resale
Company Model showroom value ‘09 2007
price
Yamaha R15 97,425 82.11 80,000 75,000 _____
HHML CBZ 57,450 69.62 40,000 34,000 27,000
HHML Karizma 72,800 68.68 50,000 45,000 40,000
Bajaj Pulsar 81,567 _____ _____ ______ _____

220 __ _
 In the premium segment we have taken Yamaha R15, Hero Honda’s KARIZMA
and CBZ and BAJAJ’s PULSAR 200. The resale value of R15 is highest in
premium segment and is at 82.11%.
• Reason
- Performance
- Quality of product
- High level of Satisfaction
So we can say that in the premium segment bikes YAMAHA is leading in second hand
two wheeler markets.
2. DELUXE SEGMENT

Company Model Ex- price % resale2009 2008 2007
value
Yamaha FZ - S 67,000 N.A N.A N.A
Yamaha FZ 16 65,000 93.84 61,000 57,000
Bajaj Pulsar 180 63,653 86.40 55000 46,000 40,000
HHML Hunk 56,175 87.22 49,000 46,000
Bajaj Pulsar 150 60,143 88.12 53000 38k-44k 30,000
TVS Apache RTR 60,825 88.77 54000 40,000 36,000
Honda unicorn 55,954 71.48 40,000 29,000 25,000
In this segment also YAMAHA is leading with 93.84% of resale value. Dealers and
brokers were giving good response for the YAMAHA FZ 16, they were saying customer
is satisfy with its all facilities, everybody is appreciating for its style, design and macho
look. In the Deluxe segment TVS APACHE & HUNK as well PULSAR 150 is giving close
fight to YAMAHA FZ16.
 Yamaha is leading in deluxe segment.

 Models FZ were available low in number.
 HHML Hunk is also preferable in this segment.
 HMSI Unicorn is less preferred by costumer as well as Broker
3. EXECUTIVE SEGMENT
Company Model Ex- % 2009 2008 2007
price resale
value
Yamaha Glad ss 52,100 71.51 38,000 30,000 26,000
Yamaha Glad rs 52,600 72.24 38,000 30,000 26,000
HHMl Super 44,450 94.48 42,000 38,000

splendor
TVS Flame 48,550 86.50 42,000 34,000
Bajaj Discover 50,145 40,000 35,000

135
4 .ENTRY SEGMENT
Company Model Ex Price %resale 2009 2008 2007

value
Bajaj Platina 35,196 78.13 27,500 25,000 22,000

100
TVS Star 39,060 64.00 25,000 22,000 20,000
Yamaha Alba 43,890 63.79 28,000 23,000 18,000
HHML Splendor + 38,250 83.66 32,000 26,000 22,000

HHML Passion 41,750 83.83 35,000 28,000 24,000
Hero Honda is leading in entry and executive segment

Reasons
- Reliability perception of the customer
- Brand Image and loyalty
- Focus of company on these segments
In this segment Hero Honda is leader because they have established themselves as a
very good established brand, customers and they are loyal to each other, company is
very much target oriented in this segment.
CHAPTER 8.0
RECOMMENDATION

8.0 RECOMMENDATIONS
• SHOULD IMPROVE THE AFTER SALE SERVICES: During the survey we found
that Yamaha is not satisfying their customers in after sales services, employees at
dealership sometimes use harsh words and become rude to the customers, parts of
the bike are not easily available in the market. This is the major drawback in
capturing the market share so Yamaha should take some better steps to satisfy and
retain their customers.
• WEAK FOLLOW UP FROM DEALERSHIPS: We observed during the course of our
studies that Yamaha was quite weak in following up with prospective customers.
There was no communication from Yamaha showrooms asking the customers if and
when they are willing to buy their bikes. Hero Honda, Bajaj and Honda showrooms

were extremely attentive in this regard and perform maximum follow up on
prospective customers.
• MEASURES SHOULD BE TAKEN TO IMPROVE ITS DEALERSHIP: Yamaha
which is trying to build a brand new image of a high tech and stylish brand of sports
bikes should take appropriate steps to show it in their showrooms. Showrooms like
Oswal Yamaha, and Shiva Yamaha were very small in size and do not reflect the
quality and scale of Yamaha in the market. Shiva motors was very dirty ambience
and customer will feel that company is not working good that’s why they are not
taking any actions toward their showrooms and this will definitely hamper the sales,
so Yamaha should take care of these things.
• POOR PROMOTIONAL CAMPAGIN: The Yamaha ads seen on electronic and print
media are absolutely out of touch with the Indian culture and thought process. If we
see that Bajaj and Hero Honda has produced a very good link with the Indian family
and customers can easily recall their Ads by well know punch lines like HAMARA
BAJAJ or HERO HONDA DESH KI DHADKAN-DHAK DHAK. Yamaha is also
focusing on this as we can see the AD of YAMAHA ALBA. An Indian consumer
irrespective of their income level has a soft corner for traditions and culture of India.
Hence, all companies including market leaders like Hero Honda and Bajaj capitalize
on this behavior of customers and design their ad campaigns keeping India in mind.
• YOUTH ORIENTED PROMOTION: Yamaha claims that they target the customers of
age group 18-25 but their ad never represents this so they should make such kind of
AD where youth should taken in as centre of attraction. They should do this earliest
to capture the market because vast majority of people depending on ads and friends
as their chief sources of information about the products.
• AGGRESSIVE SELLING: The Company should follow an aggressive selling

concept. A non-aggressive selling concept which is clearly visible in its advertising
campaign which does not hit on the customer rather aims to provide information in a
subtle manner. These days they have hit on the right target as we can prove through
our survey that people who purchased YAMAHA FZS, 54% people have seen the
TVCF of Yamaha before purchasing the bike. Emotional advertising which is the
norm in India and which is very successful is not followed.

• INDIAN BRAND AMBASSADOR: The Company’s brand ambassador is
VALENTINO ROSSY earlier we had JOHN ABRAHAM too but now YAMAHA does
not have any Indian brand ambassador as compared to its competitors like Hero
Honda who have Hrithik Roshan doing their ads and M.S. Dhoni doing the job for
TVS. It is necessary for Yamaha to have a brand ambassador from India to connect
with the Indian customer.
• VARIETY IS NEEDED TO BE PROVIDED: Yamaha at the moment has a very weak
product portfolio and its products are not that visible in the market or displays in
dealerships except the Gladiator and now R15. The lack of product range visibility in
dealerships and in the media and advertisements is adversely affecting the brand of
Yamaha. If a customer want to switch from one bike to another Yamaha is not
providing them options so here Yamaha should work to maintain their loyal
customers. Yamaha should maintain and produce the bikes in quarterly or half yearly
so that customers can avail options.
• BRAND EXPOSURE SHOULD BE INCREASED OR TO TAP THE NICHES : There
is a large market of unsatisfied customers in India. This effort would be in the
direction to capture the unsatisfied customers and who are willing to change their
brands on bike replacement.
• FOCUSSED ADVERTISEMENT ON PRODUCT USP: The maximum demand

among customers constituting the target market of India Yamaha Motors is for the
power and style features of bikes. Hence, the company should produce products
keeping the above factors in mind.

LIMITATIONS OF THIS SURVEY
1. Specific to Lakhimpur and Unnao

2. Prices may vary depending upon Bike condition.
3. Bike available in stock was pushed by the brokers/dealers

CHAPTER 9.0
BIBLIOGRAPHY
&
REFERENCES

9.1 BIBLIOGRAPHY
1) Phillip Kotler; Principles of marketing, 7th Edition; Pearson Publication.
2) Saxena and Rajan; Marketing Management; Tata McGraw Hill; 3rd Edition
3) Ramaswami, V.S. and Namakumari, S.; Marketing Management; Macmillan India;
2002.
4) Batra Satish & Kazmi SHH ; Consumer behaviour text & cases; 1999.
5) Gupta, S.P. and Gupta, M.P.; Business Statistics; 14th Edition; Sultan Chand
Publications.
6) Robert W and Boockholdt, James L.; Factors Leading To change in consumer
behavior: A Study of Managers Perspectives; Creativity Research Journal, 11(4), Page No.
245-307; 1998.

9.2 REFERENCES
1. The Yamaha India website;

www.yamaha-motor-india.com
2. Overview of performance of the Indian Automobile Industry

http://www.siamindia.com/scripts/IndustryStatistics.aspx
3. Overview of economy of automobile industry website seen on 26th June

http://www.iloveindia.com/economy-of-india/automobile-industry.html
4. Overview On BAJAJ AUTO, website seen on 6th July

http://auto.indiamart.com/bajaj-auto/
5. Overview On HERO HONDA, website seen on 6th July

http://auto.indiamart.com/hero-honda/
6. Overview On HONDA, website seen on 6th July

http://auto.indiamart.com/two-wheelers/hmsil.html
7. Overview On TVS SUZUKI, website seen on 6th July

http://auto.indiamart.com/tvs-suzuki/
8. Overview On ROYAL ENFIELD, website seen on 6th July

http://auto.indiamart.com/motorcycles/thunderbird
9. Overview of Recent Launches of different brands, website seen on 7 July
http://auto.indiamart.com/motorcycles/bajaj-pulsar-dts-fi220/
http://auto.indiamart.com/motorcycles/yamaha-fzs/
http://auto.indiamart.com/motorcycles/honda-cbf-stunner-fi/index.html
http://auto.indiamart.com/motorcycles/suzuki-hayabusa-1300/
http://auto.indiamart.com/motorcycles/suzuki-gs-150r/
10. Upcoming bikes in India, seen on 6th July

http://www.indiamarks.com/guide/Upcoming-Bikes-in-India-in-2009/10179

11. Overview of Total Turnover, seen on 6th July
http://www.siamindia.com/scripts/gross-turnover.aspx
12. Overview of Domestic market share, seen on 6th July

http://www.siamindia.com/scripts/market-share.aspx
13. Overview of Production Trend of automobile industry

http://www.siamindia.com/scripts/production-trend.aspx

CHAPTER 10.0
ANNEXURES
10.1 QUESTIONNAIRE

10.1 SAMPLE QUESTIONNAIRE
QUESTIONNAIRE
(For FZ customers)
Contact- Place:
Model: cc:
Date of purchase:
1. Name: 2. Age:
3. Marital status: a) married b) single
4. What is your occupation?

a) Student b) Office employee c) Factory employee d) Shop owner
e) Business Person f) Other: ________
5. Monthly household income:

a) Up to Rs.10,000 b) Rs.10,001-20,000 c) Rs.20,001-40,000 d) Rs.40,001-
60,000
e) Rs.60, 001-80,000 f) Rs.80, 001-100,000 g) Above Rs. 100,000
6. How did you buy the MC? a) Cash b) Loan [D/P: ]
7. Who paid for your MC? a) Self b) Family c) Others:
8. Did you considered other motorcycle while buying this model? a) Yes b) No
9. Which model did you compare with? Model: cc:
10. Have you seen FZ 16 TVCF? a) Yes b) No
11. Have you seen FZ 16 newspaper advertisement? a) Yes b) No
12. Have you seen FZ 16 magazine advertisement? a) Yes b) No
13. Do you take information from internet blogs? a) Yes b) No

Which blog?
14. What was the reason you finally purchased your Bike?
a) Style/design b) Mileage c) Resale value d) Reputation of maker
e) Riding comfort f) Pick up g) Controllability h) new technology
i) Maneuverability j) Riding position k) Quality l) Color/ graphics
m) Big vehicle size n) Durability o) Price p) Low maintenance
q) After sales support r) others: _______
15. Please specify your source of awareness for your Bike?

a) TVCF b) Newspaper c) Magazine d) Showroom e) Family/Friends
f) Mall display g) Road show/Test ride h) Website/Blogs i) Radio
j) Hoardings k) Auto expo l) TV news m) Others_______
16. Do you think Yamaha has improved after FZS and R15? a) Yes b) No
17. How does your friend say to your Motor Cycle?

a) Trendy b) Macho c) Stylish d) Low Mileage e) After sales service
f) Poor Resale value g) Expensive spare parts h) Others______

CASE STUDY
ON
YAMAHA

Issues
From this case study following points can be studied :
• Motorcycle industry in India (various players operating in it).
• Various Problems faced by a Multinational organization while operating in an

other country.
• How in an organization Japanese culture was successfully implemented in place

of Indian culture after the failure of a joint venture.
• Various strategic moves adopted by an organization to breakthrough the

competition or to consolidate its position in to Indian market

Overview of the automobile industry – the bike segment
(Reasons behind the Growth of Motorcycle industry in India)
Bikes or two wheelers in India cater to various needs of the consumers. With the choice
of the Indians improving from bicycles to two wheelers, the Indian two-wheeler market
has seen a significant growth over the years. Now owing a bike has become a must for
most Indians. Even if people own a car they prefer to have a bike as it is very
economical and fuel efficient. With the growth in the economy the demand for two
wheelers is increasing over the years. It is one of the most dynamic industries today and
with the increasing competition companies are bringing in new products with
sophisticated technologies and innovative features to capture a major pie of the Indian
market and it’s the consumer who is benefited from it..
With the availability of reduced consumer loans and high disposable income the Indian
two-wheeler industry has perceived an exceptional growth over the past few years
thereby making India the second largest market for two wheelers in the world only after
China. The motorcycle has now become one most popular mode of transportation
among the Indian middle class families because of it is cost effective, economical and
easy to navigate through the traffic. Moreover, the people have started preferring bikes
instead of scooters and mopeds and today bikes form a major part of the Indian
two wheelers.
Indian companies are one of the largest two wheeler manufacturers in the world. The
number one bike manufacturer in the world, Hero Honda is in close competition with the
Indian manufacturer Bajaj India. The motorcycle industry in India has witnessed a
tremendous change in the 90’s with the invention of 4 stroke engine which makes the
bikes more fuel efficient. Further companies are trying to bring in more innovations to
make the motorcycle ride more comfortable, safe and user friendly and economical.
In a nut shell the followings factors can be distinguished for the growth of motorcycle
industry in India:
• Easy accessibility to cheap consumer loans
• The increase in the average income of the family.
• The reduction in duties and taxes.
• Convenience with regards to commuting as compared to the public transport
system.
• Continuous innovations in technology making the bikes economic and fuel-
efficient.
• The first choice among youths and teenagers.

An Overview of Industry
There are many popular and renowned motorcycles in India. The most popular among
them are Hero Honda and Royal Enfield. Bajaj Auto Ltd. is one of them.
Bajaj Auto Limited, manufacturing a range of motorcycles and scooters, was founded in
1945 on 29th November. With the onset in the Indian market, the company was only
manufacturing two wheelers and later it also made a benchmark in the three wheeler
industry. This popular company became a public limited company in 1960.
Hero Honda Motors Ltd. is another popular motorcycle company in India. This company,
started in 1984, was a successful joint venture between Hero Cycles and Honda Motor
Company of Japan. Since the commencement of the company, Hero Honda has
manufactured and sold more than 15 million motorcycles. The company has established
a niche in the competitive Indian and international market for manufacturing low
maintenance and high fuel efficient motorcycles. When it comes to Indian motorcycle,
Royal Enfield hits the mind of every Indian motorcycle lovers because it is
one of the premier bike companies in India..
TVS Motor Company Ltd and Yamaha Motor India Ltd also have carved a niche in the
Indian motorcycle market.
TVS Motor Company, established by T. V. Sundaram Iyengar in 1911, is believed to be
the third largest
manufacturer of two-wheeler in India.
TVS came up with the first two-seater moped in 1980 that eventually defined the
dominion of personal transportation in India. This company entered into a joint venture
with Suzuki Motor Corporation of Japan in 1982. This collaboration was the first
company to introduce a 100-cc motorcycle in the markets of India.
Yamaha Motor India Ltd. is continuously making efforts to break down the competitive
two wheeler market in India and win the battle with its business strategies. The business
strategies and principles of this company is customer fulfillment through quality service,
research and development for introducing high end motorcycles and optimization of the
working system
The 3.8 million two-wheeler market in India included scooters, motorcycles and mopeds.
In the late 1990s, the domestic two-wheeler industry had undergone many structural
changes. Motorcycles consistently gained market share from the scooter and the moped
. The trend was expected to continue in 2001-02. 150cc vehicles from Bajaj Auto and
LML dominated the scooter market. Northern India was the major market accounting for
nearly 46% of the total scooter sales. The Indian motorcycle market could be broadly
categorized into Indian motorcycles and Indo-Japanese motorcycles. The Hero group,
Bajaj and Escorts dominated the Indo-Japanese motorcycle segment in collaboration
with Japanese vehicle manufacturers Honda, Kawasaki and Yamaha respectively.

Market Segmentation
The market for two wheeler can be segmented into
following categories
Entry
segment
level
Premium Executive
segment segment
Deluxe
segment
1. Entry Segment ( Entry Level Area) ( UP To RS 35000)
This category basically includes: People living in rural areas ,Hero Honda is market
leader In this segment as they have penetrated in to rural areas covering 550000
people in rural areas only For ex : Bikes in this segment are like Crux,CD dawn ,CD
Delux ,Patina ,Star City , Star Sports , Heat
2. Executive category (35000 -45000)
This category includes: Office goers, Family oriented persons ,Whose Income varies
between 2 to 3 lakhs , Finance is very important for this segment For ex – Yamaha
Gladiator comes in this segment as they have specially made the sitting style of the bike
as per this segment people. Bikes in this segment : G5 , AlBA , Passion Pro,Splendor
+ ,XCD 135 ,XCD 125 , Splendor NXG ,Platina .
3. Delux Segment (45000 – 70000)
Pulsar basically defined this category

This category is basically characterized by: Youngsters , having passion for bike ,
College goers , Style is needed (Macho look) ,Basically known as girlfriend bikes For ex
– Bikes catering to this segment are Yamaha FZS, Pulsar, CBZ xtreme, TVS Apache,
Honda Unicorn , GS150.
4 . Premium Segment ( Above 70000)
For people with passion

“I WANT A BIKE’’
Like IT people in the city like BANGALORE
Bikes catering to this segment basically includes Yamaha R15 , Karizma, Pulsar 220 cc ,
Apache RTR .In this segment best seller is Apache
SWOT ANALYSIS of THE TWO WHEELER INDUSTRY
Strength
Established brands, Strong Brand Name
Fuel efficient
Weaknesses
Style statement
Extremely price sensitive
Convenient in heavy traffic
Short PLC
Cheap and affordable
High R and D costs
Easy and cheap finance availability
Patents
Good reputation among customers
Opportunities Threats
Growing premium segment The Rs.1 Lakh car
Increasing dispensable income Cut throat competition
Environmental concerns Increasing number of players in the market
Exports increasing Rising raw material costs
Very strong demand in the 100cc. segment Increasing rates of interest on finance
dominated by limited players.

COMPETITORS ANALYSIS (Players Operating in The Market)
1. Bajaj Auto Ltd.
Established in 1945 Bajaj Auto Ltd was incorporated as a trading company. Till 1959,
they imported scooters and three-wheelers from Italy and sold them in India. The
company got a production license in the year 1959 and fastened a technical
collaboration with Italian PIAGGIO in 1960.
Bajaj Auto Ltd. is one among India's top ten companies in terms of market capitalization
and among the top five in terms of annual turnover.
Today, the company has become a market leader. These days, Bajaj Auto Ltd. has
started offering products in all segments (mopeds & scooterettes, scooters, motorcycles,
three wheelers).
2. Hero Honda Motors Ltd.

Hero Honda Motors Ltd. is a result of the joint venture between
India's Hero Group and Japanese Honda Motors Company in
the year 1983. This joint venture has not only created the
world's single largest two wheeler company but also one of the
most successful joint ventures worldwide. Hero Honda is
globally known of being the most fuel-efficient and the largest
CBZ selling Indian Motorcycle Company. This is a relationship
so harmonious that Hero Honda has managed to achieve
indigenisation of over 95 percent, a Honda record worldwide.
The company is committed to provide the customer with excellence. A rich background
of producing high value products at reasonable prices led the world's largest
manufacturer of motorcycles to collaborate with the world's largest bicycle manufacturer.
During 80s, Hero Honda became the first company in India to prove that it was possible
to drive a vehicle without polluting the roads.
The unique features like fuel conservation, safety riding courses and mobile workshops
helped the group reach in the interiors of the country. Well-entrenched in the domestic
market, Hero Honda Motors Ltd. turned its attention overseas, and exports have been
steadily on the rise.
3. Honda Motorcycles & Scooters India Private Limited

Established in 1999, the Honda Motorcycle & Scooter India Pvt. Ltd. (HMSI) is a wholly
owned subsidiary of Honda Motor Company Ltd., Japan and is located at Manesar,
Haryana. The company's most well known brand is the Honda Activa that revolutionized
the Indian scooterette market in terms of design and features. The company exports
scooters to the European Union.

4. TVS Motor
TVS Motor is a leading and trusted two wheeler company began with
the vision of TVS Scooty the founder of the Sundaram Clayton Group,
the late T.S. Srinivasan - 'to design, develop and produce an
affordable moped for the Indian family.' This vision was realized in
1980 when TVS 50, India's first two-seater moped rolled out of the
factory at Hosur in Tamil Nadu, Southern India.
The company has been known for its ruggedness and reliability.
TVS Motor has continually worked on innovation of the motorcycle
segment along with two wheeler range. The Suzuki Shaolin, developed by TVS Suzuki is
India's first 5-speed, 140 cc motorcycle. Another example of the company success is
TVS Scooty, a 60 cc Scooterette which keep one step ahead of its time in India..
The company is the third largest two-wheeler manufacturer in India and ranks among the
top ten globally. The company was the first in India to launch 2-seater 50cc moped and
100cc Indo-Japanese motorcycles. At present TVS Apache, TVS Victor, TVS Scooty,
TVS Centra and TVS Fiero are the popular bikes in Indian market.
5. Royal Enfield Motors Ltd.

Established in 1955, Royal Enfield was the brand of the
Enfield Cycle Company. Royal Enfield is one the oldest
bike on the road. The company is well known for
producing motorcycles, but they also produce bicycle,
stationary engines, lawnmowers and rifle small parts for
the Royal Small Arms Factory in Enfield. In 1990, Royal
Enfield entered into a strategic alliance with the Eicher
Group, and later merged with it in 1994. The annual
turnover of the company is Rs.10 billion. The Eicher Group has a range of interests in
the automotive industry, including small trucks, tractors, exports, automotive gears,
management consultancy and cartography.
The corporate philosophy of Royal Enfield Motors Ltd. is built around quality and
unflinching loyalty to the customer, a few reasons why the legendary Bullet is not just a
bike but a motorcycling icon. The ruggedness and reliability of the bike is endorsed by
the army, the police, the paramilitary forces and over 500 institutions which form part of
the die-hard customer base of the Bullet, dubbed the "Rajagadi", or royal vehicle.
At the end we can say that all the above are giving a very tight competition to
INDIA YAMAHA MOTORS in India. To overcome these competitors YAMAHA is
constantly doing R & D about its product and market as well.

SWOT ANALYSIS
GROUP PLAYERS ATTRIBUTES COMPETITIVE FORCES

A Bajaj, Hero Honda Highly diversified - High buyer power
Aggressive - High competitive rivalry
promotion - High entry barriers
B TVS Selectively diversified - Low entry barriers
Aggressive - Narrow product lines imply
Promotion that aggressive promotions
can eat into market share
C Honda, Yamaha Selectively diversified - High threat of substitution
Moderate Promotion (Rs 1 lakh car)
- Low entry barriers
D Royal Enfield Highly specialized - Low buyer power – high
Low Promotion brand loyalty
- Product diversification will
imply risk of brand dilution
YAMAHA (AN INTRODUCTION)

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a 50:50
joint venture with the Escorts Group in 1996. However, in August 2001, Yamaha
acquired its remaining stake as well, bringing the Indian operations under its complete
control as a 100% subsidiary of Yamaha Motor Co., Ltd, Japan.
India Yamaha Motor operates from its state-of-the-art-manufacturing units at Faridabad
in Haryana and Surajpur in Uttar Pradesh and produces motorcycles both for domestic
and export markets. With a strong workforce of 2000 employees, India Yamaha Motor is
highly customer-driven and has a countrywide network of over 400 dealers.
The company pioneered the volume bike segment with the launch of its 100 cc 2-stroke
motorcycle RX 100. Since then, it has introduced an entire range of 2-stroke and 4-
stroke bikes in India. Presently, its product portfolio includes Crux (100cc), Alba (106cc)
and Gladiator (125cc).
VISION
To establish YAMAHA as the "exclusive & trusted brand" of customers by "creating
Kando" (touching their hearts) - the first time and every time with world class products &
services delivered by people having "passion for customers".
MISSION
We are committed to:
Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive design

& innovative technology. Our innovative solutions will always exceed the changing
needs of our customers and provide value added vehicles.
Build the Winning Team with capabilities for success, thriving in a climate for action and
delivering results. Our employees are the most valuable assets and we intend to develop
them to achieve international level of professionalism with progressive career
development. As a good corporate citizen, we will conduct our business ethically and
socially in a responsible manner with concerns for the environment.
Grow through continuously innovating our business processes for creating value and
knowledge across our customers thereby earning the loyalty of our partners & increasing
our stakeholder value.
CORE COMPETENCIES
Customer #1
We put customers first in everything we do. We take decisions keeping the customer in
mind.
Challenging Spirit
We strive for excellence in everything we do and in the quality of goods & services we
provide. We work hard to achieve what we commit & achieve results faster than our
competitors and we never give up.
Team-work
We work cohesively with our colleagues as a multi-cultural team built on trust, respect,
understanding & mutual co-operation. Everyone's contribution is equally important for
our success.
Frank & Fair Organization
We are honest, sincere, open minded, fair & transparent in our dealings. We actively
listen to others and participate in healthy & frank discussions to achieve the
organization's goals.
OVERVIEW
FOUNDED: July 1, 1955
CAPITAL: 48,302 million yen (as of March 31, 2008)
PRESIDENT: Takashi Kajikawa
EMPLOYEES: 46,850 (as of December 31, 2007)
PARENT: 9,019 (as of December 31, 2007)
SALES: 1,756,707 million yen (from Jan 1, 2007 to Dec 31, 2007)
PARENT: 799,209 million yen (from Jan 1, 2007 to Dec 31, 2007)
SALES PROFILE
Sales (%) by product category (consolidated)

Sales (%) by region (consolidated)
SWOT ANALYSIS FOR INDIA YAMAHA MOTORS

Strength
• Size and scale of parent company.
• Effective Advertising Capability Weaknesses
• Committed and dedicated staff. • Small showrooms.
• High emphasis on R and D. • Not much emphasis on aggressive selling.
• Experience in the market. • Weak product diversity.
• Established brand.
• Established market channel.
• Power, Speed & Acceleration
Opportunities
• Growing premium segment. Threats
• Global expansion into the Caribbean • Cut throat competition
& Central America. • Increasing number of players in the market
• Expansion of target market (include • Rising raw material costs
women). • Increasing rates of interest on finance
• Increasing dispensable income.
• 1st mover advantage.
Beginning Of A Journey
(Beginning Of a Marriage )(Escort Yamaha Tie The Not)
In 1985, Yamaha Motors entered into a technical support agreement with Escorts, and
started local production of Yamaha motorcycles. In 1995, Yamaha and Escorts signed
another contract, establishing EYML to manufacture and market motorcycles in India.
Each company invested 50% of the capital for the original venture EYML produced a
wide range of motorcycles for the urban and rural markets at its Faridabad (Haryana)
and Surajpur (Uttar Pradesh) plants. The joint venture manufactured Rajdoot
motorcycles at Faridabad and the RX and four-stroke YBX series at Surajpur...

From 1995 to early 2000, EYML took several steps to become the number one player in
India's two-wheeler market. However, in mid 2000, Escorts divested 24% equity to
Yamaha Motors and as a result, Yamaha Motors became a majority stakeholder in the
venture (74:26). In May 2001, Escorts sold its remaining 26% equity, thus, exiting from
the joint venture.
Role of Escorts Group In the Joint Venture

The role of the Escorts group was always minuscule since Yamaha has been gradually
hiking its stake in the joint venture. The Nandas of the Escorts were only promoters in
the JV They were just on the drivers seat & Yamaha’s Technology was not the part of
their expertise .
Reason For Break up :

The macro cause for the change was Escorts Yamaha’s sliding share in the Motorcycle
Market. In the light of growing competition, both parties deemed it fit to part ways.
Hari prashad Nanda of Escort Group then identified four thrust areas for Escorts-agri-
business, telecom, software and healthcare. The idea behind giving Yamaha Motors the
majority stake in the joint venture was to focus more on the four thrust areas. As
Yamaha’s technology was not their area of specialization.
With the change in the equity pattern, Yamaha Motors would control the management of
the joint venture. Yamaha Motors would now hold 100% stake in the company.
Commenting on Escorts' exit from the joint venture, an official said, "We would like to get
out of businesses where we are not in the driver's seat and in the case of Yamaha
technology it was not a part of our expertise." He said Escorts would now concentrate on
agri-business, telecom and healthcare..
The first ever Press release made by Y.M.I was as follows :

“An agreement has recently been reached between Yamaha Motor Co., Ltd. (YMC) and
its joint venture partner in India, Escorts Limited (Chairman and Managing Director: Mr.
Rajan Nanda. Location: Faridabad, suburbs of New Delhi) under which YMC will acquire
all of the 26% of the stock presently held by Escorts Limited in the two companies'
motorcycle manufacturing and marketing joint venture, Yamaha Motor Escorts Ltd.
(YMEL).
The aims of this move to make Yamaha Motor Escorts a 100% YMC subsidiary are to
increase the overall speed of managerial and business decisions, to improve product
development capabilities and production efficiency, while also strengthening the
marketing organization. Plans call for the change in the company's name and other
procedures to be completed by the end of June.
In addition to YMC acquiring Escorts' 26% of YMEL stock, the company's name will be
changed to Yamaha Motor India Private Limited (YMI) and concerted efforts will be
made to heighten its competitiveness in the Indian market and promote the spread of the
Yamaha brand with target themes of developing products with greater appeal and a

distribution network that can respond more quickly to user needs.”
End Of Honey Moon

After the Failure of a Joint Venture The next logical progression for Yamaha was
obviously assuming full control of Indian operations
As a company , YMI is only 7 years old in the Indian Motorcycle market . However
Yamaha has had a presence in this sector for over 21 years ever since it entered into a
technical collaboration with Escorts motors in 1985 .
Ever since the establishment of the first technical assistance agreement between the
two companies in 1985, YMC and Escorts Limited have built a cooperative relationship
dedicated to the manufacture and sales of Yamaha brand motorcycles in an
environment of growing motorcycle demand in the Indian market. In November of 1995,
the two companies established the joint venture company Escorts Yamaha Motor
Limited, based on a 50-50 capital investment. In June of 2000, that investment ratio was
changed to 74% for YMC and 26% for Escorts Limited .
Formation of “Yamaha Motor India Private Limited” (YMI)

After the separation from Escorts Yamaha undertook a lot of measures to consolidate
itself in to Indian market
YMC assumed managerial control of the company with the name being changed to
YMEL and undertook numerous measures to build the company's motorcycle
manufacturing and marketing operations.
Various Strategic Measures Undertaken to consolidate in to

Indian Market
After Escorts' hugely successful motorcycle brand, Rajdoot, the group had not been able
to replicate the success with the offerings under the Yamaha brand. While the Yamaha
RX 100 model, which before being withdrawn due to new emission norms, seemed to
achieve considerable success, the other models including the Yamaha YBX, its first four-
stroke bike, have only received lukewarm response from the market
Yamaha believed that operating on an individual basis would help in building its separate
Brand Name.
A strategy was formulated in order to facilitate new product launches and the entire
Marketing policy was overhauled.
As part of the strategy, Yamaha Motors also planned to convert its India operations into
a sourcing base for parts and fully-built two-wheelers.
In essence the decision to separate was on grounds of mutual consent by both parties. It
made business sense to part ways now and the timing could not have been better in the
light of prevailing competitive environment.

Introduction of Japanese culture on Indian soil
YAMAHA Motor Company of Japan renamed its wholly-owned Indian subsidiary
(Yamaha Motor India Pvt Ltd), after buying out the entire equity holding of the Escorts
group in the erstwhile joint venture Yamaha Motor Escorts Ltd.
Following are the main 8 changes which have been implemented after Yamaha Parted
its way from Escorts
1. Administrative changes: Each department now has a Japanese representative

called Deputy General Manager. As far as hierarchy in the top brass is
concerned, the C.E.O, President, Vice President and Associate Vice President
are all now Japanese. The first Indian involvement in the top management begins
at General Manager Level of individual departments.
2. Eliminating Indian Culture: As long as Escorts had a say in the organization,

atypical Indian Culture prevailed Employees used to work in the office at their
own will , used to walking in at 9:15 for a shift which starts at 9:00.But After the
separation from Escorts full Japanese culture was implemented in the
organization in Place of Indian culture .
Every employee has to Remember:

• Switch off A.Cs, fans and lights.
• Keep the gangway clear of any hindrances.
• Put yours tools in appropriate closet.
• Keep your work surroundings clean and hygienic.
• Call each other by using the word “SAN” which is a word
used to give the respect to each other , each employee of
the organization call each other by using the word SAN
which means “JI” in Japanese
3. Japanese work ethos – They are built around a single minded devotion to discipline.
No employee is offered preferential treatment and some rules apply for everybody. If
your Japanese manager walks in at 8:45 for a 9’o clock shift, imagine the example it sets
for subordinates. That’s exactly what happened at Yamaha Motors India strict financial
penalties were put in place for those who reported late at work.
4. Developing Team Spirit - every employee was given the same uniform. Regardless of
the fact that whether you are a Foreman or Chief General manager, everyone is
expected to turn up in the same uniform. The obvious benefits are an increased sense of
camaraderie and team spirit.

5. Life Time Involvement with the Employee : Japanese Companies believe in life time
involvement with it’s employees. In return, they expect their employees to treat the
organization as their own family
6. Japanese work on the premise- “ A happy Employee is a productive employee” The

standards for employees safety and general sanitation are same in India as in Japan.
After Yamaha took over, an entire new department was created, just to look after
general
7. Quality Conscious: Japanese are a quality conscious breed who has traditionally
believed that a technologically superior product will sell itself against any competition.
After Yamaha took over, every six months, a batch of 4-5 employees is selected to be
trained at the Yamaha production plant in Japan. . They also get a first hand experience
of Japanese work culture and discipline.
8. Quality Circles: A concept, originally pioneered by the Japanese, was successfully

implemented at Yamaha Motors India
Quality control, or quality assurance as they like to call it, is something Japanese are
obsessed with. Quality assurance became a key performance area only after Yamaha
took over. During the era of Escorts when Yamaha was just a technical collaborator,
professionals from Japan visited only to collect date regarding rejection rate, efficiency,
volumes per hour etc. Now, realizing that profit levels, quality assurance is given it’s due
share of importance.
So the above 8 points are showing how an organization has to cope up with the
changing conditions, as a lot of changes are required when such an event takes place in
an organization, and Yamaha is a perfect example in understanding the strategies an
organization has to form in order to survive in the odd circumstances.
The culture change which came as a shock two years ago has now become a norm.
Discipline has become a way of life. The professional approach which Yamaha
introduced is no more imposed on the workers. It has become a part of their social
conditioning at the workplace.
Yamaha is still to turn the corner in the highly competitive motorcycle market. However,
Yamaha has recognized the enormous potential of the market and it’s penchant to
switch brands according to latest trends and technology. The profits are showing an
upward trend recently. The progress made is painstakingly slow but sure Employees at
all levels showcase a deep rooted belief that their company can once again repeat the
success stories of mid 1990s.
Various Recent Strategic Moves Adopted By the

Organization To Break Through The Competition & To
Consolidate in to Indian Market

THE YAMAHA STRATEGY IN INDIA
Yamaha has shifted its focus from the lower end segments to the premium segment of
bikes. It aims to provide its customers the full range of its engineering marvels that make
Yamaha the company that it is. Yamaha has a very strong focus on the technical
department, the result of which can be seen with Yamaha comfortably leading the
constructor’s championship in the Superbikes racing with Valentino Rossi and Colin
Edwards as their riders.
Yamaha has aimed to become the No.1 in customer satisfaction and is looking forward
to providing the customer with an ‘experience’ with its products.
The target market of India Yamaha Motors is the young and enthusiastic 18-25 yr. olds
who are willing to try taking the not so much treaded path of buying the ‘sports bike’
rather than a ‘utility two wheeler’. These young guns are very conscious of the style
quotient and look forward to their ride being a personality statement.
With the increasing dispensable income in India and growing middle and upper middle
class segment Yamaha is sure to find many prospective customers. With news of India
becoming the breeding ground for millionaires Yamaha has certainly identified an
opportunity and has grabbed it hands down.
So the Yamaha’s Strategies to get success are :
1. Focus On Premium Segment of Indian Society.

2. Focus on Style & Racing (as It Is aiming at youths
(Between the age of 18 – 24), as these young guns are
very conscious of the style quotient and looking forward to
their ride being a Personality Statement.
3. To make a trading path of buying the “Sport Bike” rather
than a “utility Two Wheeler”.
4. To Become No. 1 in customer Satisfaction and is looking
forward to providing the customer with an ‘experience’ with
its products.
5. Strong Focus On technical Department.
6. To come up with as much as new model as it could so as
to provide customer with a wide variety of choice.
7. The business strategies and principles of this company is
customer fulfillment through quality service, research and
development for introducing high end motorcycles and
optimization of the working system

THE 4 P’S OF INDIA YAMAHA MOTORS
Product : India Yamaha Motors has recently launched its sports bike R15 and FZS in
the 150cc. The bikes in the premium segment include MT01 and YZF R1. Yamaha is
bringing its latest technologies to India and aims to come up with a new product for the
Indian market every quarter.
The reliability and riding quality of a Yamaha have already been established through its
earlier products.
Price: The Yamaha range of products has been very competitively priced and the
prices of its premium segment bikes MT01 and YZF R1 are priced much below any
present or prospective competitor in the segment at Rs.10.5 lacs.
Its other products like the R15 has also been priced optimally looking at the
specifications of the bike. The bike despite being only 150 cc provides around 22 BHP of
power, more than any other bike in the 150-220cc. bracket. The bike has also brought
the liquid cooled engine technology to India and other features like the styling etc. are
also quite new for the Indian market and hence considering what it gives you it is a
bargain at Rs.97, 500.
Promotion: Yamaha has been constantly loosing market share over the last few
years and has thus decided to change its brand image with change in its market
strategy. The company now wants to be known for its style and speed. It looks to be
known as a sports bike manufacturer and not as an economy bike segment player.
Taking these factors into consideration the company has started a complete makeover
of its image. The recent R15 and FZS ads on numerous channels on TV and other ads
on both electronic and print media vindicate the point.
The company has also opened ‘Yamaha bike stations’ which are company owned
showrooms and completely symbolize the brand image that Yamaha wants to achieve in
India.
Place: India Yamaha Motors has adopted a two tier marketing channel consisting of
the Primary dealers at tier1 and the secondary dealers or retailers at tier2. In addition to
these two tiers there are also the ‘company owned showrooms’ and the multibrand
outlets.
In order to Execute its Above Strategies Yamaha has Recently Launched Its
Two Brand New Motor Cycles Fzs & R15 Which have been highly
appreciated by the Indian consumers , Following are the main features of
its new bikes .

RECENT LAUNCH
YAMAHA FZ-S
Yamaha FZ-S 150cc, a recently launched bike by the industry giant Yamaha. After the
grand success of FZ-16 Yamaha has finally launched its modified version (FZ-S) in
India. This fabulous bike is equipped with all the necessary features one may think of. It
stands ahead in style and performance not only in its segment but beyond. This bike is
best suited for those who want elegance and power in one. It is designed and
engineered with the capacity for active and aggressive enjoyment of around-town street
riding and styling, bringing a sense of pride for the owner of the bike. It is especially
designed to satiate riders' desire for style and fashion. It is popularly referred as the
“Stylish Macho Street Fighter” (Lord of the Streets).
The primary features of Yamaha FZ-S include:
YAMAHA YZF R15

This is the latest offering from the Yamaha stable. The YZF R15 is the first truly sports
bike launched in India. The looks and design have been done keeping the bigger R1 in
mind and hence the resemblance.
The bike is priced at Rs.97,500 (ex-showroom) across India. It boasts of the first liquid
cooled 4 valve engine in the two wheeler category which gives it better performance and
power. It is a 150cc bike having enough power to bring chills to the rider when he revs
up the accelerator.

In addition to the above Launched bikes Yamaha is planning to roll out Following Bikes
Too in the near future these are:
FUTURE LAUNCHES
YAMAHA R125
The most advanced 125 production super sport
machine that Yamaha will launch in 2009 will be
YZF-R125. This radical, high-revving, fuel-injected
125 is the work of the same engineers who created
our legendary YZF-R1 and YZF-R6 super sport
bikes.
YAMAHA GLADIATOR 165

Yamaha's 165cc Gladiator will develop around 16.5
PS and complete a 0 – 60 sprints in less than 5 seconds and it believed that Yamaha
has already sent the bike for homologation and will launch its mid Next Year. Bike was
first displayed in last year’s Auto Expo.

Conclusion
After The Separation Main focus of Yamaha has been to Capture the Indian Market
Through its Product Which are Best In terms Of style & Design and is trying to achieve
the target of 14% which it has laid down for the coming years its Recent Launched Bike
FzS & R15 have shaken the market leader Like Bajaj & Hero Honda & is giving them a
tough competition & soon going Launch Few More Bikes in the market. But in a country
like India where customer generally appreciates mileage it becomes necessary for a
company like Yamaha which produces Bikes whose prices are towards the higher end to
focus on other factors too which influence the consumer choice of Product like Prices ,
After sale services and Many more.

SYNOPSIS
Intern’s Name: Mr. Hemrudra Pratap Singh

Industry Guide: Mr. Mohit Sharma
Faculty Guide: Mr. Bipin Singh
Objective: The objective of our study was to know the market scenario
of Second hand bike industry, to know the customer perception and
satisfaction with after sales services regarding launching of new bikes
FZ & FZS by Yamaha & to determine the factors influencing the
choice of customers regarding bikes.
Findings: We found that product of Yamaha is superb but consumers
INDIA are not satisfied with the after sales services and pricing of the product.
YAMAHA There were significant findings in the customer perception &
MOTORS
satisfaction study showing the impact of Gender, Income and Age on
their choice of brands and other features in the bikes.
Implications: The study would be of great help to the company giving
out valuable insights about to improve their after sales services and
would help in planning to reduce the prices as well as about the factors
affecting customer choices.
Perception of Industry Guide: Our industry guide was extremely
knowledgeable and helped us in understanding the dynamics governing
the industry. He was a constant guide in every step towards the
completion of this project. He not only provided us with subjective
knowledge but also emphasized on us being groomed for the corporate
world and follow the virtues of discipline, dedication and righteousness
towards the path of success.

Yamaha Sales Promotion and Customer Satisfaction

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SUMMER TRAINING PROJECT REPORT

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE REQUIREMENT OF

BBS INSTITUTE OF MANAGEMENT STUDIES

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

I express my sincere gratitude to my industry guide MR.JANARDAN SAANA Marketing

HEMRUDRA PRATAP SINGH

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

I hereby declare that the work which is being presented in the

HEMRUDRA PRATAP SINGH

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1.0 Industry Profile

2.0 Critical Review of Literature

4.0 Executive Summary

5.0 Research Design

5.1 Data Source

6.1 Results of Customer Survey

6.2 Hypotheses Tests

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1.0 Industry Profile

1.1 Competitors Analysis

1.2 Company Profile

1.3 Swot Analysis

1.4 Swot for Two wheeler Industry

1.5 Swot for India Yamaha motors

1.6 Recent Launches

1.7 Future Launches

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

AUTOMOBILE INDUSTRY TILL DATE

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

SEGMENTATION OF TWO WHEELER

A Two Wheeler Sector Sub-Segmenting in the three Segments

1.1.1 Domestic Market Share 2008-09

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

PAST YEAR REPORT

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1.3 Sales trend of automobiles for the last several years

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1.4 The Production trend of Automobiles for several years

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

GROWTH PROSPECTS AND KEY DRIVERS OF INDIAN TWO WHEELER INDUSTRY

Rise in India’s Young Working Population

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

Rise of India’s Rural Economy and Growth in Middle Income Households

Greater Affordability of Vehicles

Rapid Product Introduction and Shorter Product Life Cycle

Inadequate Public Transport Systems in most Urban Areas

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

Rising Customer Expectations

Environmental and Safety Concerns

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1. Bajaj Auto Ltd.

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

• Pulsar 220 DTS-Fi

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1.1.2 Models of BAJAJ

2. Hero Honda Motors Ltd.

Hero Honda Motors Ltd. is a result of the joint venture between

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

BBS INSTITUTE OF MANAGEMENT STUDIES, GREATER NOIDA

1.1.4 Hero Honda Models