YAMAHA MOTOR COMPANY
INTRODUCTION
Yamaha Motor Company Limite is a manufacturer of , marine products such as boats and , and
other motorized products. The company was established in 1955 upon separation from , and is
headquartered in , Japan. The company conducts development, production and marketing
operations through 109 consolidated subsidiaries as of 2012.
Led by Genichi Kawakami, the company?s first president, Yamaha Motor began production of its
first product, the YA-1, in 1955. The 125cc motorcycle won the 3rd Ascent Race in its class.
The company's products includes motorcycles, , , boats, , , , utility boats, , outboard motors,
4-wheel , recreational , engines, , multi-purpose engines, , , , small , , surface mounters, intelligent
machinery, industrial-use , electrical power units for and . The company is also involved in the
import and sales of various types of products, development of tourist businesses and management
of leisure, recreational facilities and related services.
HISTORY
"I want to carry out trial manufacture of motorcycle engines." It was from these words spoken by
Genichi Kawakami (Yamaha Motor's first president) in 1953, that today's Yamaha Motor Company
was born.
"If you're going to do something, be the best."
Genichi Kawakami
Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation president of Nippon
Gakki (musical instruments and electronics; presently Yamaha Corporation). Genichi studied and
graduated from Takachiho Higher Commercial School in March of 1934. In July of 1937, he was the
second Kawakami to join the Nippon Gakki Company. He quickly rose to positions of manager of the
company's Tenryu Factory Company (musical instruments) and then Senior General Manager,
before assuming the position of fourth-generation President in 1950 at the young age of 38.
In 1953, Genichi was looking for a way to make use of idle machining equipment that had previously
been used to make aircraft propellers. Looking back on the founding of Yamaha Motor Company,
Genichi had this to say "While the company was performing well and had some financial leeway, I
felt the need to look for our next area of business. So, I did some research." He explored producing
many products, including sewing machines, auto parts, scooters, three-wheeled utility vehicles, and
motorcycles. Market and competitive factors led him to focus on the motorcycle market. Genichi
actually visited the United States many times during this period.
When asked about this decision, he said, "I had my research division chief and other managers visit
leading motorcycle factories around the country. They came back and told me there was still plenty
of opportunity, even if we were entering the market late. I didn't want to be completely unprepared in
this unfamiliar business so we toured to German factories before setting out to build our first 125cc
bike. I joined in this tour around Europe during which my chief engineers learned how to build
motorbikes. We did as much research as possible to insure that we could build a bike as good as
any out there. Once we had that confidence, we started going."
"If you are going to make it, make it the very best there is." With these words as their motto, the
development team poured all their energies into building the first prototype, and ten months later in
August of 1954 the first model was complete. It was the Yamaha YA-1. The bike was powered by an
air-cooled, 2-stroke, single cylinder 125cc engine. Once finished, it was put through an
unprecedented 10,000 km endurance test to ensure that its quality was top-class. This was destined
to be the first crystallization of what has now become a long tradition of Yamaha creativity and an
inexhaustible spirit of challenge.
The first Yamaha motorcycle... the YA-1
Then, in January of 1955 the Hamakita Factory of Nippon Gakki was built and production began on
the YA-1. With confidence in the new direction that Genichi was taking, Yamaha Motor Co. Ltd. was
founded on July 1, 1955. Staffed by 274 enthusiastic employees, the new motorcycle manufacturer
built about 200 units per month.
That same year, Yamaha entered its new YA-1 in the two biggest race events in Japan. They were
the 3rd Mt. Fuji Ascent Race and the 1st Asama Highlands Race. In these debut races Yamaha won
the 125cc class and the following year the YA-1 won again in both the Light and Ultra-light classes
of the Asama Highlands Race.
By 1956, a second model was ready for production. This was the YC1, a 175cc single cylinder
two-stroke. In 1957 Yamaha began production of its first 250cc, two-stroke twin, the YD1.
"If you are going to make it, make it the very best there is." With these words as their motto, the
development team poured all their energies into building the first prototype, and ten months later in
August of 1954 the first model was complete. It was the Yamaha YA-1. The bike was powered by an
air-cooled, 2-stroke, single cylinder 125cc engine. Once finished, it was put through an
unprecedented 10,000 km endurance test to ensure that its quality was top-class. This was destined
to be the first crystallization of what has now become a long tradition of Yamaha creativity and an
inexhaustible spirit of challenge.
The first Yamaha to compete in America(1957)
Yamaha took quick action using the momentum gained in the USA and began marketing their
motorcycles through an independent distributor in California. In 1958, Cooper Motors began selling
the YD-1 250 and the MF-1 (50cc, two-stroke, single cylinder, step through street bike). Then in
1960, Yamaha International Corporation began selling motorcycles in the USA through dealers.
With the overseas experiences under his belt, in 1960, Genichi then turned his attention to the
Marine industry and the production of the first Yamaha boats and outboard motors. This was the
beginning of an aggressive expansion into new fields utilizing the new engines and FRP (fiberglass
reinforced plastic) technologies. The first watercraft model was the CAT-21, followed by the RUN-13
and the P-7 123cc outboard motor.
In 1963, Yamaha demonstrated its focus on cutting-edge, technological innovations by developing
the Auto lube System. This landmark solution was a separate oil injection system for two-stroke
models, eliminating the inconvenience of pre-mixing fuel and oil.
Yamaha was building a strong reputation as a superior manufacturer which was reflected in its first
project carried out in the new Iwata, Japan Plant, built in 1966. (The YMC headquarters was moved
to Iwata in 1972.) Toyota and Yamaha teamed up to produce the highly regarded Toyota 2000 GT
sports car. This very limited edition vehicle, still admired for its performance and craftsmanship,
created a sensation among enthusiast in Japan and abroad.
Genichi said, "I believe that the most important thing when building a product is to always keep in
mind the standpoint of the people who will use it." An example of the commitment to "walking in the
customers' shoes" was the move in 1966 by Yamaha to continue its expansion. Overseas
motorcycle manufacturing was established in Thailand and Mexico. In 1968, the globalization
continued with Brazil and the Netherlands. With manufacturing bases, distributors and R&D
operations in a market, Yamaha could be involved in grassroots efforts to build products that truly
met the needs of each market by respecting and valuing the distinct national sensibilities and
customs of each country. Yamaha continues that tradition, today.
By the late 1960s, Yamaha had quality products that had proven themselves in the global
marketplace based on superior performance and innovation. Distribution and product diversity were
on the right track. But Genichi knew that beyond quality, success would demand more. He had this
view on the power of original ideas. "In the future, a company's future will hinge on ideas over and
above quality. Products that have no character, nothing unique about them, will not sell no matter
how well made or affordable and that would spell doom for any company."
He also knew that forward vision, walking hand in hand with original ideas, would create an
opportunity for the company and its customers that could mean years of happiness and memorable
experiences. Genichi said, "In the business world today, so many people are obsessed with figures.
They become fixated on the numbers of the minute and without them are too afraid to do any real
work. But in fact, every situation is in flux from moment to moment, developing with a natural flow.
Unless one reads that flow, it is impossible to start out in a new field of business. "A real-world
illustration of this belief is the Yamaha DT-1. The world's first true off-road motorcycle debuted in
1968 to create an entirely new genre we know today as trail bikes. The DT-1 made a huge impact
on motorcycling in the USA because it was truly dirt worthy. Yamaha definitely "read the flow" when
it produced the 250cc, single cylinder, 2-stroke, Endure that put Yamaha On/Off-Road motorcycles
on the map in the USA. The DT-1 exemplified the power of original ideas, forward vision, and quick
action coupled with keeping in mind the customers' desires.
In years to come Yamaha continued to grow (and continues to this day). Diversity increased with the
addition of products including snowmobiles, race kart engines, generators, scooters, ATV's,
personal watercraft and more. Genichi Kawakami set the stage for Yamaha Motor Company's
success with his vision and philosophies. Total honesty towards the customer and making products
that hold their own enables the company that serves people in thirty-three countries, to provide an
improved lifestyle through exceptional quality, high performance products.
Genichi Kawakami's history with Yamaha was long and rich. He saw the new corporate
headquarters in Cypress, California and the 25th Anniversary of Yamaha become a reality in 1980.
He also watched bike #20 million roll off the assembly line in 1982. Genichi passed away on May 25,
2002 yet his vision lives on through the people and products of Yamaha, throughout the world.
COMPANY VISION & MISSION
Company Vision
Be the Leader in Creating a Lifetime of Exciting and Memorable Experiences.
YAMAHA VALUES
EXCELLENCE.... through quality, innovation and performance
PASSION.............. for adventure and the outdoor lifestyle
RESPECT.............. for customers, employees,partners,community and environment
YAMAHA MISSION
We will offer diverse product lines that exceed expectation through continuous innovation and
unmatched reliability.
We will create superior value, an accessible experience and a relationship with our customers that
define our brand shapes our product and provides the best customer satisfaction in the industry.
We will empower and motativate employees to operate on the leading edge of product and service
knowledge, and demonstrate the professionalism required for success.
We will act with integrity, authenticity and transparency towards our partner while adapting to
changing conditions.
We will respect the environment and emphasize safety in our decision making to ensure a strong
company and improve operational efficiency.
Board of Directors
Directors and Audit & Supervisory Board Members
As of March 23, 2018
Chairman and Representative DirectorHiroyuki Yanagi
President and Representative DirectorYoshihiro Hidaka
Representative DirectorKatsuaki Watanabe
DirectorToshizumi Kato
DirectorKatsuhito Yamaji
DirectorMakoto Shimamoto
DirectorTatsumi Okawa
Director (Outside)Takuya Nakata
Director (Outside)Atsushi Niimi
Director (Outside)Genichi Tamatsuka
Director (Outside)Takehiro Kamigama
Standing Audit & Supervisory Board MemberHiroshi Ito
Standing Audit & Supervisory Board MemberKenji Hironaga
Audit & Supervisory Board Member (Outside)Tomomi Yatsu
Audit & Supervisory Board Member (Outside)Masahiko Ikaga
Career summaries
As of March 23, 2018
Chairman and Representative Director
Hiroyuki Yanagi
April 1978:
Joined the Company
March 2009:
Senior Executive Officer, Chief General Manager of Manufacturing Center
November 2009:
Senior Executive Officer, Senior General Manager of MC Business Section, MC Business
Operations
March 2010:
President, Chief Executive Officer and Representative Director
June 2011:
Director of Yamaha Corporation (to present)
January 2012:
President, Chief Executive Officer and Representative Director, Chief General Manager of MC
Business Operations
January 2015:
President, Chief Executive Officer and Representative Director
January 2018:
Chairman and Representative Director (to present)
President and Representative Director
Yoshihiro Hidaka
April 1987:
Joined the Company
July 2010:
Vice President of Yamaha Motor Corporation, U.S.A.
March 2017:
Senior Executive Officer and Director, Executive General Manager of Corporate Planning & Finance
Center
January 2018:
President, Chief Executive Officer and Representative Director, Chief General Manager in charge of
Corporate and Marine (to present)
Representative Director
Katsuaki Watanabe
April 1982:
Joined the Company
March 2011:
Senior Executive Officer and Chief General Manager of Manufacturing Center
April 2013:
Senior Executive Officer, Executive General Manager of 1st Business Unit, MC Business Operations
and Chief General Manager of Manufacturing Center
January 2015:
Senior Executive Officer and Director, Chief General Manager of MC Business Operations and
Executive General Manager of 1st Business Unit, MC Business Operations
March 2016:
Managing Executive Officer and Director, Chief General Manager of MC Business Operations
January 2018:
Executive Vice President and Representative Director, Chief General Manager in charge of
Motorcycle, CS, Market Development, Automotive, and Advanced Technology (to present)
Director
Toshizumi Kato
June 1986:
Joined the Company
January 2011:
Director and President of Yamaha Motor Corporation, U.S.A.
March 2012:
Senior Executive Officer
March 2014:
Senior Executive Officer and Director
January 2016:
Senior Executive Officer and Director, Chief General Manager of Vehicle & Solution Business
Operations
March 2016:
Managing Executive Officer and Director, Chief General Manager of Vehicle & Solution Business
Operations
January 2018:
Managing Executive Officer and Director, Chief General Manager in charge of Solution and Alliance
Strategy (to present)
Director
Katsuhito Yamaji
April 1982:
Joined the Company
April 2003:
Director of Yamaha Motor da Amazonia Ltda.
March 2015:
Senior Executive Officer, Chief General Manager of Manufacturing Center
March 2017:
Senior Executive Officer and Director, Chief General Manager of Manufacturing Center
January 2018:
Senior Executive Officer and Director, Chief General Manager in charge of Manufacturing,
Procurement and Powertrain (to present)
Director
Makoto Shimamoto
April 1983:
Joined the Company
March 2015:
Senior Executive Officer, Chief General Manager of PF Model Unit and Senior General Manager of
PF Model Development Section, PF Model Unit
January 2017:
Senior Executive Officer, Chief General Manager of Technology Center and Chief General Manager
of PF Model Unit
March 2017:
Senior Executive Officer and Director, Chief General Manager of Technology Center and Chief
General Manager of PF Model Unit
January 2018:
Senior Executive Officer and Director, Chief General Manager of Vehicle Development and Design,
and Chief General Manager of Mobility Technology Center (to present)
Director
Tatsumi Okawa
April 1986:
Joined the Company
January 2015:
Director and President of Yamaha Motor Corporation, U.S.A.
March 2018:
Senior Executive Officer and Director, Chief General Manager of Corporate Planning & Finance
Center (to present)
Director (Outside)
Takuya Nakata
April 1981:
Joined Nippon Gakki Co., Ltd. (currently Yamaha Corporation)
October 2005:
General Manager of PA/DMI Division of Yamaha Corporation
June 2006:
Executive Officer of Yamaha Corporation
June 2009:
Director & Executive Officer of Yamaha Corporation
April 2010:
President of Yamaha Corporation of America
June 2010:
Senior Executive Officer of Yamaha Corporation
June 2013:
President and Representative Director of Yamaha Corporation
March 2014:
Outside Director (to present)
June 2017:
Director, Representative Executive Officer and President of Yamaha Corporation (to present)
Director (Outside)
Atsushi Niimi
April 1971:
Joined Toyota Motor Co., Ltd. (currently Toyota Motor Corporation)
June 2000:
Director of Toyota Motor Corporation
June 2003:
Managing Officer of Toyota Motor Corporation
June 2004:
Director of Toyota Motor Corporation
June 2005:
Senior Managing Director of Toyota Motor Corporation
June 2009:
Executive Vice President, Member of the Board of Toyota Motor Corporation
Outside Member of the Audit & Supervisory Board of JTEKT Corporation
June 2013:
Chairman & Representative Director of JTEKT Corporation
March 2015:
Outside Director (to present)
June 2016:
Advisor of JTEKT Corporation (to present)
June 2016:
Outside Director of NIPPON SHARYO, LTD. (to present)
Organisational structure
Yamaha Motor Company, the Japanese automobile giant, has released a statement in which it has
said that a major restructuring has taken place in its operations in India. According to the statement,
the firm?s operations in the sub continent will now be taken care of by Yamaha Motor India (YMI).
Managing Director and Chief Executive Offer of Indian Yamaha Motor (IYM), Hiroyuki Suzuki, is now
the MD of Yamaha Motor India. Suzuki will now be functioning chairman of rest of the group
companies belonging to Yamaha in India, such as Yamaha Motor India Sales and Yamaha Motor
Research & Development India. Commenting on the same, he said, ?The restructuring is part of
Yamaha?s mid-term plan aimed at improving organisational efficiency.?
Sources claim that the main motive behind setting up independent verticals for different areas like
marketing, R&D, sales and manufacturing is to increase the focus on specific issues and improve
operations by having a more holistic approach.
Yamaha changes its organisational structure in India
?With the formation of a regional control company, we aim to set up a strong corporate governance
framework to help achieve the objective of being a professional conglomerate,? Suzuki further
added.
Deputy Managing Director of IYM, Takashi Terabayashi, has been given a promotion and will not
hold the position of MD. YMI, according to information, is going to be responsible for a wide range of
activities, which include corporate planning, strategising, quality control, business expansion and
regional control of the overall business. The new structure entails IYM as the new manufacturing
firm while, on the other hand, YMIS and YMRI, are expected to support IYM independently in sales
and marketing along with development of product line, respectively.
A company statement, said, ?YMI, along with YMIS and YMRI, would function as 100 per cent
subsidiaries of YMC, while IYM would continue to have joint investment from YMC and Mitsui & Co
Ltd.?
Products of that company
Motorcycles
Sport bikes
Commuter Vehicles including scooters
Recreational Vehicles ? All-terrain vehicles and snowmobiles
Boats ? Powerboats, sail boats, utility boats and custom boats
Marine Engines ? Outboard motors, electric marine motors, marine diesel engines
Electric bicycles
Automobile Engines
Golf cars
Company Employees
Creating an organization to facilitate co-ownership of value from a global perspective
The Yamaha Motor Group strives to create workplaces that respect diversity, with the aim of
achieving an organizational structure based on sharing ideas and the same high ambitions and
spirit, cooperation, and joy in our work among the Company and its employees from a global
perspective.
Yamaha Motor Co., Ltd. set up a committee to discuss and share business challenges with top
managements of Group companies and is currently pursuing aggressive initiatives to nurture
personnel for positions with global responsibility in the worldwide Yamaha Motor Group, by
promoting talented employees at overseas Group companies to the top management positions and
accelerating overseas work experiences among Japanese employees, in line with the globally
growing business.
The third and final session of the first module of the GEP* was held in September 2013. The 15
participants from nine countries were divided into three groups, through which proposals were made
for the Yamaha Motor Group?s business activities for the next 10 years. At the conclusion, the
participants were presented with diplomas. This program will link the stages for Global Human
Resources around the world.
First Global Brand Meeting (GBM) held
With the start of a new Medium-Term Management Plan in 2013, Yamaha Motor announced the
?Revs your Heart? brand slogan and a brand statement as a mutual concept for the entire Yamaha
Motor Group globally, as a message to be conveyed both internally and externally. With the aim of
having each Yamaha Motor Group employee around the world able to embody the Yamaha brand, a
GBM was held in September 2013, with brand promotion managers from 13 countries outside Japan
and 10 business divisions from two locations in Japan attending.
Workplaces Thriving on Diversity
Based on our fundamental belief that ?all corporate activity originates first of all with and for
people,? the Yamaha Motor Group has clearly defined its stance on human rights in its Basic
Policies of CSR and Code of Ethics.
In accordance with our policy of ?operating workplaces where the disabled can work together with
the able-bodied,? Yamaha Motor has established the Disabled Employment Promotion Committee,
and is working to improve the workplace environment through measures such as having analyses of
organizational work and other tasks conducted by committee members assigned to each division.
As of December 31, 2012, the Company employed 78 severely disabled persons and 63 mildly
disabled persons, thus achieving a disabled employment rate of 1.96% (141 persons in total). From
April 1, 2013, the Japanese government raised the legally mandated disabled employment rate to
2.0% from 1.8%, and Yamaha Motor is implementing additional measures to raise the number of
employees with disabilities. We will continue to promote the hiring of persons with disabilities going
forward, as we seek to create a society in which persons with and without disabilities can live and
work together.
Supporting Work-Life Balance
Aiming for a Workplace Environment that Fosters Autonomous Creativity
The Yamaha Motor Group defines its relationship with employees as a business partnership, and
the Company's role as providing an attractive workplace for autonomous individuals. We aim to
create workplaces that maintain a diversity of working styles and a positive work-life balance by
supporting career advancement plans based on mutual assumptions, providing programs for child
and nursing care leave, etc. We are also expanding the options for employees so that they can work
in ways that suit their individual circumstances. The percentage of employees taking paid leave was
77.9%* in 2013.
*The percentage is calculated as the ratio of the actual leave taken during the year to the annual
paid leave due for all regular employees.
Main Child Care and Family Care Support Programs (Yamaha Motor Co., Ltd.)
Workplace Safety and Health
Creating a Workplace Environment that Offers Peace of Mind and Comfort
Led by its Central Safety and Health Committee, Yamaha Motor is promoting the establishment of
safer working environments globally. Risk assessment is performed in accordance with the
Occupational Safety and Health Management System (OSHMS) to detect potential dangers or
harmful conditions at workplaces, and measures are taken to prevent occupational accidents.
Through job-specific education and training, such as safety manager training programs and skill
improvement programs for supervisors, as well as holding occupational safety and health meetings,
we are focused on developing human resources that can support occupational safety.
Since 2008, Yamaha Motor has introduced OSHMS at its Group companies and as of the end of
2013, eight domestic companies and nine overseas companies have acquired group certification.
Supporting Employees in Maintaining a Healthy Mind and Body
Yamaha Motor promotes a wide range of initiatives for helping employees maintain and improve
their emotional and physical health. We are committed to creating healthy and vital workplaces for
the prevention of and recovery from lifestyle-related diseases. For instance, we support endurance
improvement and obesity prevention through exercise habits, such as by hosting walk rally events
and holding the Walk, Walk Campaign twice a year. In partnership with a health insurance
association, we have also been providing antismoking products and are teaching smoking cessation
skills to interested employees to help them in their efforts to quit smoking. Measures to reduce
smoking rates and prevent second-hand smoke during 2013 included restricting smoking to certain
times, setting up smoking areas outside offices, and creating support programs for persons trying to
give up smoking, which resulted in a 0.8 percentage point (81-person) decrease from the previous
year in the smoking rate among employees, to 30.3%. In terms of support for mental/emotional
health, we have continued to engage in efforts such as health guidance given by occupational
health physicians, mental/emotional health seminars for new managers and supervisors, and
support for expatriates and mid-career recruits.
Competitors of the company
Bajaj Pulsar 150 DTS-i
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
million units which was about 4000 units in 1961.
The Bajaj Pulsar is the first bike in India which came in direct competition with the Hero Honda CBZ.
Later Bajaj introduced Pulsar 150cc DTS-i with digital twin spark ignition and till today Pulsar is one
of the most sought after bike in the 150cc segment. It has definitely won over other bikes, but let us
justify its triumph.
How does it look?
The engineers at Bajaj realized the fact that if there is no beauty and only brawn, it is not going to
sell in the Indian market. Claimed to be designed and developed in Japan, this bike does have a
head turning looks. The most noticeable feature of this bike is the tank. Big tanks give a big bike
feel, and when Pulsar was introduced, it had one of the biggest tanks in India.
The design of the headlamps has been viewed differently by people. Some really love it and some
say it could have been designed better. The headlight comes with city lights also called tell tale
lights which is a value addition to its looks. Bullet and were the only bikes with city lights before
Pulsar was introduced.
The tail part of the bike? hmm, yeah, I could say it is nicely designed too. Here too there is a
difference of opinion. The new razor sharp rear light, whether looking good or nor not, definitely
adds to the uniqueness of Bajaj Pulsar.
How does it perform?
Bajaj says ?DTS-i gives high power without compromising on mileage.? and the bike lives upto this
statement. Another great advantage of the Digital Twin Spark ignition is the throttle responsiveness.
Definitely the throttle response is better than the CBZ. It does give a good adrenaline rush when you
twist the throttle.
Bajaj has generously provided Pulsar with good disc breaks, but the brakes are too sensitive that it
has to be applied carefully. I have heard many people applying the front discs too quick and due to
the type of weight distribution that the bike has, the bike topples over.
It is claimed that the Bajaj Pulsar 150cc gives a mileage of around 55 ? 60 kmpl. But it greatly
depends on user riding quality, service quality and frequency of maintenance.
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.
Hunk 150
How does it stand out?
The bike claims to have a ?big bike feel? which is the most sought after feature in the Indian bikes
today. It boasts of puncture resistant tires for tough riding. Many bikes feature ?gas reservoir
suspension? nowadays and the Hero Honda Hunk is no exception! Gas reservoir suspension claims
to give a ?smoother? ride. Hunk features tumbleflow induction technology which combines air and
fuel to give a surge of adrenaline pumping pickup. The bike comes in red, blue, black and silver.
HONDA
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 Unicorn 150cc
Honda set foot on the Indian bike market with the legendary Honda Unicorn. With 150cc engine and
mono-suspension, it was the first of its kind in India.
I went to the Honda showroom to test drive the Unicorn, but I was disappointed as they told me that
there are no bikes for test drive and if booked, it will take another 6 months to arrive! Wow! This is a
great pointer to the fact that the bike is selling like crazy in India.
I called up one of my friend who I remembered to have owned a Unicorn and asked him whether he
still uses it and if possible come to my place so that I can take some pictures and test the bike for a
review on Bike Advice. He gladly accepted and the bike arrived around 5 in the evening.
As I started the bike using the self starter, the first thing I shouted was ?Wow, this engine feels so
smooth and silent?. While the roars like a panther, Unicorn is silent and powerful like a cheetah!
The gear shifting was so smooth and I flew off for the test drive (because I am a Wing Rider now!).
In comparison to the Apache RTR and Pulsar, it lacks in pickup. The bike does not give a sudden
jolt of acceleration, but very efficiently increases the speed in a smooth fashion. The same
acceleration power is retained as you go to higher speeds. Unlike other bikes which give a sudden
jolt of inertia initially but sucks at higher speeds, Unicorn does a good job of constant acceleration
for a long time with its 150cc engine.
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 was once known all over India for a small motorcycle named TVS 50 and then came the Scooty
and Scooty Pep which dominated the entire women two-wheeler population. Now TVS is back with a
mission to conquer the hearts of young men.
The TVS is an awesome 160cc bike with great performance and sporty looks. The priority for most
of the young bikers in India starts with style, size, mileage, cost, power and finally features. TVS
could have easily launched a 250cc bike and crowned itself as the manufacturer of the bike with the
biggest engine in India. But engineers at TVS knew the Indian needs and came out with Apache
RTR.
Right now, the new Apache RTR Refresh edition seems to be the best looking bike in the 150cc
segment, but except for which some people consider more stylish. So the first priority is well take
care of. The size of the bike is adequate. Even though it is not as majestic as the and, it does a
good job of making a 6 feet tall man satisfied with the bike..
According to the customer reviews of Apache RTR that we collected, it seems that a mileage figure
of 46-48 kmpl can be labeled to this bike. A price tag of a little over Rs.65,000 for makes this bike
affordable for many.
Company Awards
Company: Thai Yamaha Motor Company, Samutprakarn, Thailand
Company Description: Thai Yamaha Motor Co., Ltd. is the manufacturer and marketer of Yamaha
motorcycles in Thailand. The company employs about 3,200 staff, and in 2009 had an annual sales
turnover in excess of 700 million USD with production capacity of 600,000 motorcycles. The
company?s manufacturing facility is one of Yamaha Motor worldwide largest and most efficient
motorcycle plants in the world.
Nomination Category: Marketing Awards Categories
Nomination Sub Category: Marketing Department of the Year
Nomination Title: Thai Yamaha Motor Company Marketing Department
Tell the story about what this nominated organization/department achieved (up to 500 words). Focus
on specific accomplishments, and relate these accomplishments to past performance or industry
norms. Be sure to mention obstacles overcome, innovations or discoveries made, and outcomes:
Thai Yamaha Motor has achieved great success on several different performance
measures since its establishment 47 years ago. From the economic crisis of
2009, the national growth has declined at -3%, industrial sales have declined
at -9.8%, Thai Yamaha has strived forward to achieve historical record in
sales, market share, customer satisfaction index and operational excellence.
In recent year, Thai Yamaha Motor has been executed differentiation strategy
to achieve premium brand position by offering innovative products, utilizing
lifestyle marketing and operational excellence. In response to economic
crisis, Thai Yamaha Motor has recognized the sense of urgency to maximize
revenue and reduce costs. As results, the company has increased market share
from 23% to 28% in 2007-2009, and its profit level is among the highest in
industry. Employee satisfaction has reached highest record at 80%.
Operational excellence has achieved significant results by efforts on
marketing, efficiency improvement and social contribution by the following:
Marketing Achievements:
1. Brand equity index has reached ?strong position? in industry.
2. Achieved highest Customer satisfaction index and dealer satisfaction
index in industry.
3. Secure market leadership in motorcycle automatic segment of 53%.
4. Introduce new products to penetrate economy market with 92% customer
satisfaction.
5. Modernized motorcycle retail shop nationwide to enhance brand image.
6. Achieved Guinness world record by organizing highest motorcycle
gathering.
7. Utilize Korean and local celebrity for advertising commercials,
sponsored concert tickets were sold out within few days of reservation.
8. Awarded Trusted Brands ? Gold Status by Reader?s Digest.
9. Received highest publication in online news stories and press
publication in industry.
Efficiency Improvement:
10. Improved factory operation by having in-plant supply quality of 98.8%,
based on statistics of ?complete assembly without rework?, highest in Yamaha
worldwide record.
11. Market claim has been reduced to be one of the lowest ratios in the
worldwide Yamaha system.
12. Improve supply chain management by reducing inventory turnover to 14
days.
13. Improve cash flow to a positive level with no bank loan.
Corporate Social Responsibility:
14. Introduced the best Yamaha motorcycle safety riding school in Asia.
15. Received government award on high safety record in factory operation
at national level.
16. Improved employee satisfaction to 80% by lowering employee turnover to
3% , while industry rate is at 11%.
Awards and Recognitions
17. Awarded Excellent in Practice by American Society of Training and
Development (ASTD) on human resource development program, being the first
company in Southeast Asia to receive the prestigious award.
18. Awarded certification on Corporate Social Responsibility (CSR) system
using international guidelines (ISO26001) by Ministry of Industry.
19. Awarded Outstanding Establishment on Labour Relations and Welfare by
Ministry of Labour.
20. Received appreciation medal by the Thai Red Cross Society on social
contribution.
21. Recognition given to top management on education and vocation training
support by the Royal Thai Government.
Thai Yamaha Motor continues to grow at increasing rate. At present, the
company is among the top contributor to Yamaha profit worldwide. In the
economic hardship, we have continued to expand production capacity and to
improve our system to serve customers better. Employees take pride for
outstanding performance and enjoy mutual growth.
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
YAMAHA SWOT ANALYSIS, USP & COMPETITORS
YAMAHA MOTOR INDIA SALES INTRODUCES ADVANCED FAZER FI VERSION 2.0 WITH BLUE
CORE
Known for its touring capabilities, the new Fazer FI Version 2.0 is built on Yamaha's New
Generation 'Blue Core' engine concept offering a more powerful, fuel-efficient, eco-friendly, 149cc
fuel-injected engine mounted on a newly-designed lightweight body
Yamaha Motor India Sales Pvt. Ltd., today announced the launch of FAZER FI Version 2.0. The
new FAZER FI Version 2.0 mounted with a newly designed air-cooled 149cc 4-stroke, SOHC,
single-cylinder fuel-injected engine on a lightweight frame to realize the product concept of a
"Sharpened & Power-packed New FZ." Fazer is known for its edgy, sporty look and high
performance. The company had recently launched the new variants under the FZ series - FZ
Version 2.0 and FZ-S Version 2.0. With the addition of new FAZER FI Version 2.0 targeted at young
men between the ages of 18-30, the company hopes to see a steep growth in the customer base in
the deluxe segment, especially keeping in mind the mileage conscious target audience.
The FAZER bikes are renowned for their edgy, sporty look and high performance. It gets its DNA
from the global Fazer series known for their sports touring and awesome looks. It has a
"Look-at-me" appeal with the triple macho design concept giving it a concentrated form with
excellent ergonomics. Its tagline 'Open your heart to the touring spirit' is apt with its comfortable
riding position and seat the rider can enjoy a week end getaway or head off on a touring holiday.
The all new Fazer FI Version 2.0 features further improvement with Yamaha's New Generation
Engine Development Ideal ? 'Blue Core' featuring improved performance in all areas, including fuel
efficiency, acceleration and environmental friendliness. Its key features include
(1) new engine offering class-leading acceleration with 14% improvement in fuel economy.
(2) Fuel injection and light weight (lightest in 150cc class) to enhance engine performance.
(3) Newly Designed Tandem Seat & Grab bar for good rider comfort
(4) Multi-function instrument panel featuring an "ECO Indicator" that lights up when the machine is
ridden in an eco-friendly manner.
(5) New front and rear suspension settings.
(6) New Chassis-related changes for a light, agile ride.
(7) New Front and Rear tires for improved handling stability.
Speaking on the occasion, Mr Roy Kurian, Vice President ? Sales & Marketing, Yamaha Motor India
Sales Pvt. Ltd, said, "We realize the ever changing requirements and preferences for our Indian
motorcycle users. A new segment of young people in cities not only use motorcycle for commuting
but also as a lifestyle statement. When it comes to the deluxe segment especially, a motorcycle is
chosen to reflect attitude, personality and style. Also, touring as a youth culture is evolving in India.
With the development of modern highways and increasing popularity of motorcycle tourism, the
interest in motorcycles suited for touring is certainly expected to increase. Acknowledging these
dynamics, we have introduced our new offering Fazer FI Version 2.0 particularly keeping the spirit of
touring in mind, combining both fun & economy for the customers to ride free in the open blue sky.
Our FZ FI and FZ-S FI version 2.0 introduced in June'14, have been getting tremendous response
and we are confident even the Fazer FI with our latest technology, 'Blue Core', will be heartily
welcomed".
Yamaha Saluto Expert Review ? Check Advantage and Disadvantage
Yamaha Saluto Expert Review ? Saluto launched for the Indian automobile market in April 2015.
The 125cc bike from Yamaha is asserted to return section best efficiency. The light weight of 112 kg
further works for bicycle?s execution as far as economically empowering to yield 10 for every
expanded mileage. The Yamaha salute is the 125cc best mileage bike in the India 2016. It has
the highest mileage of 78 kmpl. This bike comes in the 6 colors of shade which are Victory Red,
Glory Green, Brave Black, Bold Blue, Majestic Red and Dashing White. This bike price starts at Rs.
52,000* in Delhi (Ex-Showroom Price).
The front of the Yamaha Saluto 125 takes after the bill of a falcon, which significantly more
animosity than other 125 cc motorcycle, making it an appealing yet a budget offering. Entire of the
body has strong edges and at no point you can figure that the Saluto is made with more
introductions toward the monetary part of the general public. The exhaust has black color which
coordinates with the body and makes a flawless shot from each edge.
Yamaha Saluto powered by a 125cc, Air cooled, 4-stroke, SOHC, 2-valve engine with CDI
(capacitor discharge ignition) ignition. Saluto engine churn out the maximum power of 8.18 Bhp @
7000 rpm and 10.1 Nm @ 4500 rpm of maximum torque with the 95 kmph of top speed. The
suspension system consists of a Telescopic Fork at the front and Swing Arm at the rear. The drum
brake is used at the both sides in the standard model and disc brake comes in the top model.
Yamaha Saluto Advantage
1. Value for money package
2. Stylish Design
3. Fuel efficient
4. Yamaha?s Blue Core Technology
Yamaha Saluto Disadvantage
1. Lacks 5th gear
2. Traditional instrument panel
Advantages & Disadvantages of Slipper Clutch
The following are the advantages of slipper clutch over normal clutch?
Slipper clutch reduces sudden forces on the inside of the transmission and hence, reduces wear
and tear on the transmission
Correctly installed slipper clutch improves performance.
It can prevent disastrous rear wheel lock up in case of engine seizure or transmission failure.
It also reduces work of suspension by absorbing engine braking force hence less bumpy ride while
cornering.
The rider does not need to concentrate on clutch operation which allows him concentrate on other
things such as body posture, braking etc. while cornering.
Practically there are no disadvantages of slipper clutch but hypothetically there are few as under?
It?s mechanically complex. Some slipper clutches are really complex to install and deal with (not
many of them).
They are expensive (not against the saving they make by reducing wear and tear of transmission,
less suspension movement and increased rider safety).
Sometimes you really need the engine braking force to slow down the bike (but how many times?)
which can work against the concept and investment of slipper clutch.
Slipper clutch can?t give desired results if not adjusted according to requirements.
If you just wanted a superficial info of slipper clutch, this much is enough but if you have the urge to
understand its working, please continue reading?
The first application of Slipper clutch in motorcycles was found on ?Hogslayer? made by John
Gregory and TC Christenson. ?Hogslayer? was a racing bike and it holds many records in its name
during 70?s. It was known for its technological innovation. The bike was able to produce 320bhp
and had a top speed of 290 KMPH. Since then it has become a tradition to use slipper clutch in
Moto GP racing bikes. Majority of the renowned high performance bikes use slipper clutch. In India,
apart from the bigger bikes like the Hayabusa, VFR1200F, R1 etc, Ninja 300 uses slipper clutch and
the latest motorcycle to get this gadgetry is the Duke 390 (it will go to the RC390 as well, soon).
The actual difference between the slipper clutch and normal clutch is the clutch hub. In the pic
above, the hub of the slipper clutch is disassembled. The base of clutch is on right side and the hub
of clutch is on left side. You can see ball and ramp in the clutch base and ramp and engagement
dogs in clutch hub (It may come with or without ball bearings, this one is without ball bearing). In
normal operation, when the engine is trying to turn the rear wheel, the flat engagement dogs push
on each other, and the clutch drives the motorcycle forward like a normal clutch operation.
CONCLUSION
Yamaha's newest burner, labeled "16/10/40," is primed for disclaimers. CD-R write speeds are not
truly 16X; rather, they start at 12X and continue in a CAV-fashion to 16X, where they stay for the
remainder of the disc space. CD-RW rewrite speeds almost never reach the advertised 10X,
remaining at 8X or even lower in most situations. Finally, 40X read speeds are only reached at the
outer edge of an 80-minute disc (standard 74-minute discs top out at about 38X). We even had
trouble realizing the claimed 40X CAV audio extraction rates-we only saw such speeds on
scratch-free CD-DAs. Not to mention the extremely high noise levels during full-rpm reads. Were it
not for our second evaluation sample's confirming voice, we'd question our drive's results.
Regardless of our caveats, though, the fact remains that the CRW2100E outperforms the
previous-generation "12/10/32" competition in some situations. These include CD-R write speeds,
where it was 19% faster than the 12X competition; sequential read speeds, 15% faster than the 32X
competition; read speeds with CD-RW media; and DAE, with average ripping speeds 9% faster than
the next competitor.
The bottom line: If you rewrite to CD-RW media, especially in packet-writing situations, this drive
may not be for you; if you expect to use the drive as a replacement for your CD reader and are
sensitive to high noise levels, this drive is probably not for you either.
We feel comfortable recommending this drive only to those who will use it primarily for writing to
CD-Rs. Although we use 16X-rated Verbatim media in our official tests, we have no issues writing at
16X speeds with 12X-rated media from Ricoh and TDK during informal use. This means you'll likely
be able to finish off your current stash of 12X-rated media without compromising the improved write
performance this drive offers.
If you're in a hurry for faster CD-R writes than your current 12X or slower unit will provide, check out
Yamaha's CRW2100E. At $230, its price is not much higher than the 12X competition. Otherwise,
we recommend holding off until 16X CLV units from other manufacturers appear.
BIBLIOGRAPHY