Developments in Management and Organizational Thinking

Strategy has been defined as â€Å"the pattern of organizational moves and managerial approaches used to attain organizational objectives and to pursue the organization's mission† (Thompson and Strickland, 1990). Current models of strategic management can be traced to the way in which strategy it was defined and applied to business (Chandler, 1962): â€Å"the determination of the basic long-term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals.†Chandler identified two parts of the strategic process, formulation and implementation, known as strategic management. Thus, strategy refers to the means a firm uses to attain its ends. Fundamental to every firm's mission and competitive strategy is its value strategy. Generically, a value strategy is the pattern of decisions and actions that comprise the firm's overall approach toward providing realizable net value to customers. A value strategy intrinsically involves all parts of a firm's functional and organizational strategies that give value realized by customers or need sacrifices by customers.As due to excessive competition, firms must have a value strategy that must have completely conceptualized and obviously articulated value as the basis for competing. In fact, numerous firms are more competitor-oriented than customer-oriented. Consequently, many managers are more well-known with their firm's competitive strategy than its strategy for improving customer value. Several inadvertently compromise net customer value either by producing products/services supposed to be of low quality or by requiring exceptionally high sacrifices of customers.Paradoxically, the most competitive firms are the customer- oriented, not the competitor-oriented firms. Customer-oriented firms are virtually driven by value-based strategies. Given a defined set of value expectations, a value-based strategy is that pattern of decisi ons and actions in which managers take accountability for: (1) delivering products/services that provide best net value, and (2) creating strategic suprasystems to develop that value and satisfy the obligations of the enterprise.Most basically, value-based strategies are customer oriented; business-level strategies aimed at giving best net value. Value-based strategy should not be confused with generic strategy. The basic generic strategies of low cost, differentiation, and focus (Porter, 1980) are the three most extreme examples of producer based, value-added strategies (Porter, 1985), but they are not customer value-based strategies. Each of the three is more competitor-oriented than customer-oriented. Each strategy can be pursued with no assertion of providing best net value.While low cost and differentiation are typically seen as mutually exclusive (Porter, 1985), a value-based strategy may need and achieve both. Since many customers now count time rather than dollar cost as the ir most precious asset, a high-quality strategy gives little competitive advantage unless it is paired with low cost (i. e. , low price and/or sacrifice reduction). Similarly, low-cost/price strategies can also fail if they are not complemented with quality supposed to be of sufficient value.The synergistic combination of low cost and differentiation that can come with a value-based strategy is a direct effect of managing critical systems that put in to value. As the globalizing world is shifting the nature and needs of organizations by requiring them to be more quickly responsive to developing circumstances. The corporate planners of the 1960s and 1970s were much concerned with issues such as the market and macroeconomic environment, the product portfolio, and the product life cycle. All of these underline characteristics of industry or sector and market.They leaned to underplay the role of competitors and competitive behavior in influencing outcomes (Ghoshal and Westrey 1993). cer tainly, it is still common to see plans which base output growth on forecasts of the market, or to view industries in which each individual firm extrapolates its own experience to give generally results which everyone knows are inept of realization. Having reviewed the business environment and its competitive position, the firm should go on to make its strategy rather go for old strategy.The rationalist school sees the definition of the objectives of the firm as the key constituent in strategy formulation. That view, which owes much to the continuing influence of Drucker on management thinking, is in itself comparatively uncontroversial, but the subject of substantial operational difficulty. There are two distinct historical phases in the development of thought on corporate strategy. Until the early 1980s, the primary aim of corporate strategy was the formation of a diversified business portfolio.Such a portfolio might include related diversification–motivated by synergy betw een old and new businesses and unrelated diversification supported by portfolio planning techniques. But by the early 1980s, evidence had accrued that unrelated diversification added little value and several of the conglomerates created in these earlier decades had succumbed to financial pressures. In using old strategies by formulating new ways led firms to focus on the critical importance of market share.Emphasis on competitive issues, the choice market position was seen as a central element in strategic decision-making. Quality, it was professed, had been a key ingredient in Japanese success. Over time most markets moved up the quality spectrum. With the aid of phrases such as ‘quality is free' (Crosby, 1979) ‘total quality management' became a preoccupation of the later 1980s. Many authors offered taxonomies of generic strategies–checklists from which corporations could choose the majority relevant objectives for particular markets.One early list was proposed by Ansoff (1965), who recognized market penetration, product development, market development, and diversification as alternative strategic objectives. The Boston Consulting Group's alternatives are invest, hold, harvest, divest, and Arthur D. Little offers a list of no less than twenty-four strategic options (Jackson, Hitt, DeNisi, 2003). Porter (1980) taxonomy of generic strategies proved particularly influential. Porter's (1980) ‘five forces'–of competition, entry, substitution, suppliers, and customers–offered a more comprehensive checklist of environmental factors (Porter, 1980).Moreover, In Porter's framework there are two dimensions of choice. Firms can trail either cost leadership–the same product as competitors but at lower cost–or differentiation. They can range hardly, or broadly, thus generating a range of alternatives encompassing cost leadership, differentiation, and focus. Today, a debate on the content of the corporate mission is a wi despread starting-point for a discussion of strategy. Such a statement can cover objectives in both corporate and business strategy.The mission statement is planned to provide a link between the broad objectives of the firm (which may focus exclusively on profit maximization, or may state concern for other stakeholders) and its specific commercial activities. A rather diverse critique of these processes of rationalist strategy formulation–yet one still very much within the rationalist framework–is given by the shareholder value movement. As with numerous shifts in thinking about strategy, this is found more or less simultaneously in the thinking of practitioners and the writings of business school academics.American business was stunned by the emergence of a group of corporate raiders. Figures like T. Boone Pickens and the partners of Kohlberg Kravis Roberts, with little in the way of resources of their own, but with the aid of the ‘junk bond' financing pioneered by Michael Milken, could make convincing bids for some of the largest corporations in the United States. This threat to incumbent managers led to apprehensive re-emphasis on major companies' concerns for ‘shareholder value'.Academics (Day, Georges, and Robin Wensley 1988) were led to explicate and justify it, providing both a critique of accounting earnings as a focus of corporate attention and a rationale of the public benefits of restricted focus on the interests of shareholders. The most significant practical consequence of this activity was to give further impulsion to the break-up of conglomerate firms. The grouping of discrete businesses tended, it was argued, to conceal the potential strategic value of individual mechanism to specific purchasers.That message for corporate strategy was obvious, but for business strategy shareholder value had few clear implications. Proponents stressed the need to evaluate investment and acquisitions by reference to their probable cash f lows–but this is a theme familiar from every elementary text in corporate finance–and texts on strategy in a shareholder value framework (Weinrauch, Donald 1986) do no more than juxtapose Rappaport's critique with Porter's taxonomies of competitive forces and generic strategies.The new way of this strategy spectrum is that the state of the art in rationalist strategy can entail the formulation of a statement of company objectives, often summarized in a ‘mission statement' and encompassing both corporate strategic objectives-what sort of business are we in–with business strategic objectives-expressed in terms of plans for market share, product quality, and geographical scope. It is not astounding that attention is moving from the problems of formulating strategy to issues of implementation.The idea that successful strategies are often opportunistic and adaptive, rather than calculated and planned, is a view as old as the subject of business strategy itself. The adaptive strategies of reacting to the seasonal fluctuations of demand are actually important. The operations manager should try to accommodate whatever seasonality remains as cheaply as possible. Each type of adaptive strategy will acquire costs beyond what the company could achieve if demand were smooth.Thus, it is up to the operations manager to get the strategy or mix of strategies that will diminish this extra cost. One strategy for accepting the seasonal demands is just to ignore them and to produce at a constant rate throughout the year. By maintaining a balanced labor force, the company will help to sustain good relations with organized labor and will also ease the burdens of the personnel department. At the same time, short-term production planning and supervisory loads will be reduced as compared to a continually changing schedule. These effects will show up as real cost savings.On the other hand, maintaining a constant production in the face of fluctuating demands me ans that these fluctuations should be absorbed by inventory. That is, when demands are low, inventory stock will build up. As demands increase, inventories will be used up and can even run into a stock out or back order situation. Large buildups of inventory can sprain building capacities and can cause significant extra costs. But it is clear that there are costs associated with physically storing and handling inventory, as well as the more restrained opportunity costs of holding inventory.At the same time, there are costs linked with running out of inventory. While difficult to measure, the costs linked with dissatisfied customers, extra paperwork on back orders, and the interruption of schedules for catch-up work are quite real. The opposite approach would be to try to match the fluctuating demand by changeable production. There are numerous ways a company might do this. Probably the least disruptive would be for the workers to work overtime throughout heavy demand periods.In some situations workers can be eager to earn extra money; in others they may prefer not to work any overtime. If the company is unionized, the union can have the power to help determine the amount of overtime allowable. In any case, if a company uses an overtime strategy, it will have to pay an overtime bonus, and productivity can not be as good as usual because of such factors as fatigue. Similarly, in several operations systems it may be possible to work under time (shorter work weeks or forced unpaid vacations) when demand is lower.However, most workers would oppose having to work less and receive less pay. Some might quit in order finding steadier work. Another method of varying production would be hiring and lying off workers as desired. Here again, though, there are extra costs involved. The progression of selecting and training workers is costly, and their productivity can not be as good as experienced workers for a while. Also, when a worker is laid off, there are usually benefi ts that must be paid, as well as the less tangible chilling effect on labor relations.Thus, despite the use of strategic management process and content models, numerous managers fail to maintain or develop their firm's competitive position. The new globally competitive framework requires using old strategies by formulating them accordingly. As â€Å"Knowledge-intensive firms compete differently – they fight vigorously to win the best experts and best projects, but thereafter cooperate with their rivals. † (Norman Sheehan) Jenster (1987) introduced a strategy planning and strategic control process that is firmly integrated with the firm's information system.The new way is used for developing, monitoring and assimilating critical information into effective strategic management decision support that is CSFs (critical success factors) that clearly and briefly communicate critical elements of the strategy to members of the organization. More significant, the CSFs direct the attention of key managers to focus on the vital premises of the firm's strategy. Shriberg et al. (1997) described how the BPM method can be used as a tool for strategy execution.This technique describes CSFs as the primary step towards strategic execution. These few factors should be executed with excellence to gain and protract competitive advantage. Once CSFs (or driving forces or core competencies) have been identified, the next step in BPM is to widen performance measures for the CSFs. CSFs specify to the firm what has to be done to attain goals. Performance measures determine how well the firm should perform and whether it has been successful. Lots of authors suggest that CSFs can be used in an organization's planning function.Additionally, they can be used in increasing strategic plans, implementing a plan, helping managers attain high performance, managing resources and monitoring a corporation's activities (Ferguson and Dickinson 1984). The motivating force behind world eco nomic growth has changed. Consequently, the key success factor for various firms is maximizing strategic means. Rather than price and quality, formulating strategies in new ways has become the dominant. As a strategy itself provides the most sustainable long-term competitive advantage. References: Ansoff, H. I. (1965). Corporate strategy: An analytical approach to business policy for growth and expansion. New York: McGraw-Hill. Arthur Thompson, Jr., and A. J. Strickland Strategic Management: Concepts and Cases, 9th Edition (1990). Chandler, 1962, Strategy and Structures: Chapters in the History of the Industrial Enterprise, MIT Press, Cambridge, Mass Crosby, Philip B (1979) Quality is Free, Mentor Books, New York Day, Georges, and Robin Wensley (1988), â€Å"Assess Advantage: A Framework for Diagnosing Competitive Superiority,† Journal of Marketing 52 (April), 1-20. Ferguson, C. R. and Dickson, R. (1982) ‘Critical success factors for directors for the eighties', Business Horizons, May-June, 14-18. Ghoshal, S. and Westrey, D. E. (eds) (1993) Organisation Theory and the Multinational Corporation, New York, St Martin's Press. Jackson, S., Hitt, M. & DeNisi, A., (eds). (2003). Managing Knowledge for Sustained Competitive Advantage: Designing Strategies for Effective H uman Resource Management. San Francisco: Jossey-Bass. Jenster, P. V. (1987) ‘Using critical success factors in planning', Long Range Planning, 20: 102-3. Porter, Michael E. (1980), Competitive Strategy: Techniques for Analyzing Industries and Competitors. New York: Free Press. __ (1985), Competitive Advantage: Creating and Sustaining Superiority. New Y ork: Free Press. Shriberg, A., Lloyd, C., Shriberg, D. and Williamson, M. (1997) Practicing Leadership: Principles and Applications, John Wiley & Sons. Weinrauch, Donald J. (1986), â€Å"Franchising an Established Business,† Journal of Small Business Management 24 (July), 1-7.

The Effect of Deforestation to Human Lives

Deforestation is increasing as a global concern. In recent years deforestation has risen to dangerous levels. This reason is mainly due to the fact that most people have no idea what deforestation is. This lack of education has caused many changes in the global economy. The concerns no longer center on deforestation but in the effects it will have in our environment in the future. This issue has sparked national attention. It has caused a chain of recent plans and policies to be introduced. Also it has brought us together as a nation to fight a common problem. Deforestation is the clearing the land of forest or trees. Many people do not even know that this problem exists, although it may be occurring right in their own neighborhoods. The causes of deforestation are broad. It used to be thought that the lumber industry was much to blame, when in fact the industry is very low. Most of the land was used for various other reasons such as building and agricultural expansion. The land is used for growing crops and livestock grazing. In many cases the ?  §Slash and Burn? method is used. This is where the farmers cut down and burn forests to get to the land that is feasible for farming. Most of the tropical soils are very poor in nutrients and can only support crops for a few years. When the soil has been exhausted it is either abandoned or turned over for livestock grazing. The effects of deforestation on the environment are numerous. The reduction of forests upsets the entire ecological cycle. The forests are home to a number of plants and animals. When a forest is cut down, the whole cycle suffers. Most of all the forests act as a carbon ?  §sink?. That is they help to take in carbon, a green house gas, and offset its effect on the atmosphere. Also trees and plants on a forest can help to supply an alternative source of fossil fuels. Tree planting is also good for urban development. They help with heating and cooling costs to be lowered. There is evidence from the UN sponsored Intergovernmental Panel on Climate Change (IPCC) that came out in 1990. This organization records the change of climate control and has the best of these fields working for it. It predicted that if our economy keeps releasing emissions as we are that our annual temperature would increase at 0. degrees per decade over the next century. This is beyond what the earth has experienced over the past 10,000 years? (Muller Introduction). We currently are increasing at a rate of 0. 5 percent per year. To get these levels back to normal we would have to have a cut in emissions by over 60%worldwide. The greatest producer of these carbon gases is the burning of fossil fuels. ? § With just 5% of the worlds population, the United States currently accounts for 20%of both total warming commitment and carbon dioxide emissions? (Muller Intro. ). Congressional concern over ways to reduce deforestation has grown. They center mostly on developing countries where the deforestation is most rapid. Many new plans and programs are being introduced to help aid with the issue. The major organizations working on deforestation are: the Tropical Forestry action Program, the International Tropical Timber organization, the United Nations Conference on Environmental and Developmental Forest Principles and Agenda 21 chapter on forests, the U. S. Forests For the Future Initiative, and the World Bank. Some of these are centered strictly in tropical deforestation. The Tropical Forestry Action Program (TFAP) was started in June of 1985. Its purpose was to slow down the tropical deforestation and help countries develop plans to help with their management of such issues. It was a correlation of the World Resources Institute, the World Bank, the United Nations Developmental Program and work by the UN Food and Agricultural Organization (FAO). The program is developed to help aid tropical countries in the reduction of deforestation. Currently 90 developing countries are participating-38 African countries, 20 in Asia and the Pacific, and 32 in Latin America and the Caribbean. (Fletcher, Lyke 6) The objectives of the plan are as follows. They plan center on five major issues in tropical countries. These were defined by the 1987 TFAP. „h Forrest in land uses. Action is this area is at the interface between forestry and agriculture and would aim at integrating forestry into agricultural systems in order to conserve the resource base for agriculture, and, in general, achieve a more rational use of the land. h Forest based Industrial Development. Planning in this area would promote appropriate forest-based industries, reduce waste, and develop the marketing if forest industry products. Fuelwood and energy. Action in this area would aim at restoring fuelwood supplies in the countries affected by shortages through foreign assistance and support for national fuelwood and wood energy programs, development of wood-based energy systems for rural and industrial development, regional training and demonstration, and intensification of research and development. h Conservation of tropical forestry ecosystems. Action planned in this area would aim at conserving, managing and utilizing tropical plants and wild animal genetic resources through the development of national networks of protected areas, the planning, management and development of individual protected areas, and research into the management of tropical forests for sustainable production. „h Institutions. Goals would be actions to remove the institutional constraints impeding the conservation and wise use of tropical forest resources by strengthening public forest administration and related governmental agencies, to integrate forestry concerns into developmental planning, providing institutional support for private and local organizations developing professional, technical and vocational training, and to improve extension and research. (Fletcher, Lyke 6-7) The funding for the project is provided by governmental and private sources. It plans on spending roughly eight billion dollars over the next five years (1985-1991). It would be divided among the five areas just mentioned. There have been numerous criticisms about the plan. Mostly it has been that it is on the fact that it is concentrating mostly on the deforestation factor and failing to recognize other environmental issues. It has been said to isolate groups of people. Also, they fail to get to the real source of deforestation, which to some, are things such as over population and poverty. They say that it doesn? t give any incentives or sanctions. Although this centers more on the tropical regions, there are also many other plans to help out in our areas. The easiest way to combat deforestation is through reforestation. This is, planting new trees. This does not mean just going out and planting seeds, but actually planting grown trees. There needs to be educated environmentalist who know what they are doing to plant these trees. We can not just go and place them anywhere and expect then to work to their potential. They need to be strategically placed in areas where they can work the best that they can. This is not to say that everyday people can? t help. We can definitely all try. By planting a tree we can do our best, while making the world a more beautiful place. Deforestation is an increasing global concern. In recent years it has risen to dangerous levels. This is due to the fact that many people do not even know what it is. This lack of education has caused the problem to get to intense levels before there has been any plans to reverse its effects. Its effects are effecting the whole ecological cycle, and if not dealt with could lead to an ecological disaster. Although there are many companies out there to try and solve this problem, many people have a common misconception. They believe that we could all just plant trees, and save the world. Although tree planting would be great that is not true. There needs to be the right trees planted in the right areas, where they can work to their highest potential as carbon sinks. This way they can help to reduce carbon in the atmosphere, while looking beautiful. Wouldn? t it be nice if we could just have a world with normal carbon levels covered with beautiful trees? Personally I would rather look at a beautiful oak or maple rather than a cloud of smog. So, in conclusion, we can all try to help, plant a tree.

Comparison Of Costs Between Conventional Environmental Sciences Essay

What is Organic Home? The construct of Organic Home is repairing the solar energy may utilize to photovoltaics, inactive warming, daylighting, and H2O warming and besides repairing rain H2O reaping system, independent house sewerage system and recycle. However, people tend to transport a higher monetary value ticket with it. Some people will believe that installment and care cost for Green Building is more expensive. They do non understand that in a long term period the organic edifice will be more economic. Purpose This purpose is to compare the cost between the Conventional Home and Organic Home. Aim To place the benefit of Organic Home. To compare the installment cost stuff between the Conventional Home and Organic Home. To compare the care cost for long term period between the Conventional Home and Organic Home. Background In Malaysia, the chief beginning of electricity are from coal, hydroelectric and natural gas which contribute 27.01 billion ( kWh ) , 64.88 billion ( kWh ) and 22.22 billion ( kWh ) in 2009. Electric power ingestion in Malaysia which are 53.42 billion ( kWh ) in twelvemonth 2000 increased significantly to 99.25 billion ( kWh ) in twelvemonth 2010. In add-on, H2O usage per capita individual per twelvemonth which is 372,000 liters. As the conventional house, electricity is supplied by the local energy provider, Tenaga National Berhad ( TNB ) while the H2O services are provided by the local provider, Syabas ( Syarikat Bekalan Air Selangor ) . Besides that, the Indah Water supplies the service to clean out the infected armored combat vehicle and the Alam Flora supplies the service to roll up the trash.The construct of organic house is nil different with the normal conventional house ; the lone different is organic house ‘s services. The organic house ‘s services are independe nt, in other words, it means that the organic house can possess their day-to-day lives without the support of 2nd parties. First, the solar panel will replace the map of TNB to back up the electric which required in the whole organic house. Besides that, as the mean rainfall is about 2400mm in Malaysia, it is possible for the organic house to utilize the H2O reaping system and pumping groundwater as H2O supply to roll up H2O and storage it. The users can utilize the H2O for their day-to-day activity. On top of that, Septic armored combat vehicle, sewerage filter, filtrating basin, leach cavity, infected leach Fieldss and infiltrator chamber sewerage disposal systems will besides be installed at the belowground house to treat the sewerage system. Furthermore, the trash will either be separated into recycle portion or Organic fertiliser by composing the nutrient waste.By utilizing the construct of organic house, electricity and H2O ingestion will surely diminish. The refuse created be sides will cut down. However, the chief job of the organic house is the building cost, installment cost and care cost. Is that the costs of constructing an organic house are more expensive than conventional house? In future, will the care cost of organic house cheaper than conventional house? Therefore, this survey involves comparing between conventional houses and organic house that can analysis which type housing-conventional house or organic house will more economic. Scope of Study The intent of this research is to comparison the cost between the conventional place and organic place with the same unit by altering the services. From this research, research worker will place the organic place services, how much the installing cost and the care cost. The research worker has to entree the contractor to do a citation base on the installing cost and care cost. Based on this research, will specify either conventional place or organic place will be more economical to construct. MethodologyLiterature ReviewIn the beginning, literature reappraisal was conducted to find an overall thought of cost comparing between conventional place and organic place. The information and information will be collected from books, diaries, and the information from Internet. These stuffs will be used as background survey to understand about the subject. By holding all the information, it wills shows the critical way and leads to the research intent.InterviewInterview was conducted to understand the market demands and understand more about the system of repairing organic edifice. The mark of interview will be contractor and the provider.Get costing of services and stuffsWill place the entire cost of the services cost, stuffs cost, installment cost and care cost between the organic edifice and conventional edifice from the contractor and provider.Recommendation which are more economic between conventional place and organic placeThis research will be recommended in concluding subdiv ision for farther surveies. Undertaking Plan and Agenda Undertaking to be complete Calendar month Apr May Jun Jul Aug Sep Oct Nov Dec Meet with supervisor and finalist a subject for research proposal Reading articles that related the subject and understand it Make the lineation proposal including background survey, purpose, nonsubjective and methodological analysis Make the Literature reappraisal Interview contractor and provider Comparative the citation Recommendation the research Prepare concluding bill of exchange Complete concluding bill of exchange Introduction Presents, looking around we are confronting the environmental job such as air pollution, H2O pollution and fuel pollution. It is the clip for us to lend something in order to continue our Earth. We should utilizing natural resource which could be regenerated alternatively of firing fossil fuels and utilizing natural lighting and works batch of trees. Organic place are constructions which are eco friendly, healthy efficient environmental edifice and efficient in salvaging resources. The parts non merely can be used right from the cellar till the building and besides deconstruction, they can be reused throughout the life rhythm of the edifice. Protect environment, and non utilizing industrial or manmade techniques, cause less or no pollution are the premier aim of these houses. In this building most of the stuffs used are fundamentally natural stuffs. Their designs are characterized by efficient direction of H2O resources, utilizing recycling of H2O techniques, beef uping of natural system, increased indoor environmental measure. When we plan to build a house we must believe of utilizing designs and stuffs which does non impact the milieus. In footings of short-run thought, organic environmentally friendly options will decidedly be higher than normal attacks. Although these edifice techniques cost from low to reasonably high monetary value in long tally they will decidedly be lesser if the advantages such as wellness job, environmental friendly benefits and many more are taken into history. They do non cognize that in long term period green component wage back is higher. Conventional Home The conventional place system is utilizing 2nd parties to back up their required. Conventional house electric supply is from Tenaga National Berhad ( TNB ) . The local provider for the H2O services is the Syabas ( Syarikat Bekalan Air Selangor ) . The service to clean out the infected armored combat vehicle is Indah Water and to roll up the trash is Alam Flora. While utilizing this all services, we need to pay the full public-service corporation measure in every month and besides polluted out environment. For Tenaga National Berhad ( TNB ) the monthly charge for domestic consumer will be RM 3.00. However, Indah Water has divide into four classs to pay the monthly measures. The low cost houses and authorities quarters in classs F, G, H, I for the monthly charge is RM 2.00. Other than this, houses in kampung, new small towns and Estates which are having either single infected armored combat vehicle or connected armored combat vehicle services will bear down RM3.00 per month. RM 6.00 wi ll bear down to premises and authorities quarters in classs A, B, C, D and E having Individual Septic Tank services and monthly RM8.00 will bear down to premises and authorities quarters in classs A, B, C, D, and E which are having the Connected Sewerage Services. By utilizing the all the system that provide by the authorities, we have to pay the public-service corporation measure in every month and besides cost expensive if entire up all the public-service corporation measure. Electric System Current development electricity coevals in Malaysia is governed by three public-service corporations which are Tenaga Nasional Berhad ( TNB ) in Peninsula Malaysia, Sabah Electricity Sdn Bhd ( SESB ) in the State of Sabah and Sarawak Electricity supply Corporation ( SESCO ) in the State of Sarawak. These 3s public-service corporations are operate independently of one another in their separate control and presently non interconnected. TNB has a control over the transmittal and supply of electricity in Peninsular Malaysia. TNB is responsible for electricity coevals supply in Peninsular Malaysia. In twelvemonth 2008, TNB has earned a singular repute as it is graded 100 for the â€Å" Power Company of the Year † in 2008 Platts Global Energy Awards among 250 rivals. SESB and SESCO are besides involved in the coevals, transmittal and supply electricity in the East of Malaysia. SESB was privatized on 1 September 1998 and aims to corroborate the dependability and security of the electricity supply system to consumers in Sabah and Labuan. SESCO is a State Statutory Body combined under the Sarawak Electricity Supply Corporation Ordinance, 1962 and is responsible for the coevals, transmittal and supply of electricity in Sarawak. Sarawak Enterprise Corporation Bhd bought over 45 % investing of the Corporation from Sarawak State Government. It will stay in its current position to supply for the coevals, transmittal, supply and usage of energy in the two provinces. ( Malaysia-ANNEX 4, 2000 ) Malaysia presently has about 11,800 MW of electric coevals capacity and in 1997 it generated around 54.5 billion kWh of electricity. Even though Malaysia ‘s economic downswing, projections indicate that Malaysia ‘s demand for electricity is expected to go on to turn. ( Malaysia-ANNEX 4, 2000 ) Water Supply System Water public-service corporations in Malaysia are managed by single province H2O governments, including the State Public Works Departments, State Water Supply Departments and State Water Boards. They are in charge of modulating H2O supply, care waterways and H2O flow, grapevine and drainage care. Syarikat Bekalan Air Selangor Sdn Bhd ( SYABAS ) was incorporated on 8 July 1996 under the Malaysia Companies Act, 1965 to set about the provatisation of H2O supply services in the Sate of Selangor and the Federal Territories of Kuala Lumpur and Putrajaya. SYSBAS is an entity specifically incorporated for usage as an execution vehicle in regard to the denationalization of the H2O supply and distribution system in Selangor and Federal Territories of Kuala Lumpur and Putrajaya. Garbage disposal system The largest solid waste direction company in Malaysia is Alam Flora Sdn Bhd which is functioning 6.1 million people over a entire country of 72, 388km2 in Malaysia. Alam Flora manages the Central and Eastern Regions of Malaysia covering the provinces of Selangor, Pahang, Terengganu, Kelantan, the Federal Territory of Kuala Lumpur and the Federal Territory of Putrajaya. Alam Flora divides its services into two types which are primary activities and back uping activities. The primary activities of Alam Flora are Domestic Waste Collection, Industrial, Commercial and Institutional ( ICI ) waste aggregation, Particular Waste Collection, Recycling and Material Recovery Facilities ( MRF ) and the direction of transportation station and landfills. Supporting activities of Alam Flora include instruction and outreach programmes with all of its stakeholders. Alam Flora provides the undermentioned services:Collection and CleansingAlam Flora provides waste aggregation and cleaning services. Waste aggregation and cleaning services are divided into two classs which are non-directly paid services and straight paid services. Local Governments are paid for the non-directly paid services nevertheless client will pay for the straight paid services. Non-directly paid services include aggregation of domestic waste from families, commercial countries and aggregation of route putting to death or animate being carcases in residential or commercial countries. These are the services which must be straight paid by the client to Alam Flora, such as aggregation of non-schedule industrial or commercial waste from the clients ‘ concern premises, aggregation of big waste, aggregation of building and redevelopment waste from private premises and petition by the client to roll up of pace and garden waste. Waste Disposal In Malaysia, landfilling is the lone authorize, widely used method for disposing of domestic and non-scheduled solid waste. Alam Flora presently manages 13 landfills sites which are 3 in Selangor and 10 sites in Pahang. Due to consequence on the environment and negative impacts on the landfill, domestic and municipal waste landfills merely can have certain of waste which are domestic waste, commercial waste, waste from drain and river cleaning, garden pace waste, carnal carcases, building waste, waste from route cleaning, waste from sludge intervention workss and any waste approved by the Department of Environment ( DOE ) . Waste Minimization To increase the recycling rate to 22 % by 2020, our 3Rs ( Reduce, Reuse and Recycle ) programmes are targeted at: betterment of Awareness Raising Activities under the National Recycling Programme ( NRP ) ( Dr. Theng Lee Chong, 2002 ) 3R activities in schools ( Dr. Theng Lee Chong, 2002 ) Formulation of Stakeholders ‘ Networking and Development of Partnership Activities on 3Rs ( Dr. Theng Lee Chong, 2002 ) Private concerns ( Alam Flora, 2007 ) Government and private establishments ( Alam Flora, 2007 ) Residents and Non Government Organisation ( Alam Flora, 2007 ) Recycling Recycling protect natural resources and cut down the sum of waste that goes into landfill, therefore extension the lifetime of bing landfills. For recycling, it is important for every family to admit what they generate day-to-day. By making so, they can put up their recycling ends and set up waste decrease. Besides that, every family should distinguish their wastes into reclaimable or non-recyclable and store the reclaimable consequently. After roll uping them, we should direct recyclables to the nearest recycling Centre. ( Alam Flora, 2007 ) Organic Home Building have a large impact on the environment, they consume 40 % of the universe energy and stuffs, 25 % of the wood harvested and 17 % of our water.The construct of Organic Home envision a new maneuver to salvage H2O, energy and material resources in the building and care of the edifices and can cut down or take the inauspicious impact of edifices on the environment and residents. By preferring Organic Home over a Conventional Home we retain nature to a maximal extent in three ways with mention to the location of the edifice. ( Malarthamil, June 5, 2009 ) Keep the external environment at the location of the edifice. Improve internal environment Conserve the environment at topographic points far off from the edifice. In this procedure concentrates on the design, building, operation and care stages and takes into history the batch design and development efficiency, energy and H2O effectivity, resource productiveness, indoor environmental quality, building-owner care and the edifice ‘s overall impact on the environment. â€Å" The solution of every job is contained within itself. Its program, signifier and character are determined by the nature of the site, the nature of the stuffs used, the nature of the system utilizing them, the nature of the life concerned and the intent of the edifice itself. † ( Frank Lloyd Wright, 1867-1959 ) Declaring organic architecture to be the modern ideal and the instruction so much needed if we are to see the whole of life and to now function the whole of life, keeping no ‘traditional ‘ indispensable to the great TRADITION. Nor care foring any preconceived from repairing upon us either past, present or future, but-instead-exalting the simple Torahs of common sense ( Frank Lloyd Wright, 1939 ) A edifice should turn from its site as nature grows such as from the interior out and shaped by the forces which surround it. The nature of the stuffs should be expressed throughout the edifice as inherent to their quality and ability. Flase or bogus stuffs made to mime others create false architecture. ( Frank Lloyd Wright, 1867-1959 ) Benefits of Organic Home The benefits of Organic Home are can salvage money because they protect the resources and better efficiency by: Maximizing energy direction and effectivity by optimising edifice orientation and incorporating natural daytime and airing ; Using natural installing Using engineering such as solar panels, fuel cells, and photovoltaics ; and Changeless H2O and cut downing run off utilizing solar H2O warming, water-conserving or water-recycling contraptions. ( Jason F. McLennan, 2004 ) Organic Home will cut down the environmental hit of the edifice industry by: Using stuffs that are selected based on their life-cycle environmental impacts ; Using renewable energy resources ; Using cut down, reuse, and recycle to stuffs in all phase of building and destruction ; Try to cut down in utilizing merchandises that will harm the environment during building. ( Jason F. McLennan, 2004 ) Solar Energy System Solar Energy is energy that comes from the Sun. But today, there are many type of solar energy engineering focused on doing usage of that energy and turning it into useable electricity or heat or for both. The solar energy system will be decidedly more favorable to us if it cost lesser comparison to the system use conventional fuels. Even so, because of the energy they provide is cleaner and free, they are now still attractive to the users. ( Joseph R. Provey, Everett M. Barber JR. , 2010 ) Malaysia receives more than 250 yearss of sunlight in a twelvemonth because this state locate in the equatorial part which is ideal for large-scale solar power installings. Harmonizing to the remark that made by the authorization ‘s director-general, there are up to six photovoltaic shapers are set abouting due diligence to put up installations in Malaysia. Solar energy is covered under EPP 10 of the oil, gas and energy NKEA. Solar power is expected to lend a lower limit of 1250 MW by 2020. That is a major rise over REPAP ‘s 65 MW mark by 2015, possibly bespeaking that the authorities expects a rush in investing in the latter half of the decennary. There are three most of import elements that conveying EPP 10 to the success which are up naming of human capital accomplishments in the sector, viz. a clear regulative model and development of equal concern theoretical accounts. In future, Malaysia will be able to do solar energy as an economically feasible solution for state and besides turn the coevals of solar energy by cut downing the cost of between 4 % and 10 % every twelvemonth with the leveraging from FiT. ( Malaysia- Oxford Business Group,2011 ) The benefit of put ining solar energy system is: No go oning monthly measure from public-service corporation company Solar energy will salvage money. Solar energy connect from photovoltaic ( PV ) solar panels is free. There is really expensive to buy and put in the solar energy, but after that is free for the user. ( Bernard J. Nebel, Richard T. Wright, 1993 ) Renewable energy beginning Solar energy is a renewable energy beginning. Sun wo n't run out. It can be continuously recycled and reuse.Non-renewable energy beginnings such as fossil fuels, oil they will run out in one twenty-four hours. ( Bernard J. Nebel, Richard T. Wright, 1993 ) Environmentally friendly Solar energy is an environmentally friendly, they does non foul the environment. The Sun act to clean the air and supply environmental stableness. ( Bernard J. Nebel, Richard T. Wright, 1993 ) Easy to keep Photovoltaic solar panels have a services life around 30 old ages. Largely the industry will hold the guarantees about 25 old ages. Merely necessitate to clean up the soil and grim that collect on the glazing of each panel. The solar panel can easy take unwanted stuffs by H2O. ( Bernard J. Nebel, Richard T. Wright, 1993 ) How it Works There are the ways that we use the Sun ‘s energy: Solar Cells that convert visible radiation straight into electricity In a cheery clime, will acquire power to run a 100W visible radiation bulb from merely one square meter of solar panel Use the Sun to heat the H2O in glass panels on the roof, solar H2O warming. Solar Energy Solar Water system work rule Figure 2.jpg Figure 2.1 ( eHow Contributor, 2012 ) Rainwater Harvesting system Reaping of rainwater is of import and is shiping the section of H2O resources. With the combination of ancient cognition, modern engineering, public and private investing and many more, it will still take a long clip for the people to reconstruct and consolidate the H2O harvest home patterns throughout the state. ( Madhaorao Bajirao Deshmukh, 11-12 Nov 2006 ) Rainwater harvest home is direct collect the rain H2O which can be recharged in to the land H2O to forestall autumn of land H2O degree or storing in H2O armored combat vehicle ( Dr, N. Balasubramanya, Nov 2006 ) . Rainwater reaping system are simple to put in, run and keep. If certain standards are fulfilled to do certain the gathered rainwater can provide adequate H2O to the consumers so the rainwater reaping system can be usage for both little and big graduated table edifice. However the harvested rainwater must be confirmed so that it is safe to utilize. Rainwater Harvesting system provides high quality H2O, cut down support on other H2O resources and cost effectual. Rainwater reaping system contain of six basic constituents which are catchment country, conveyance system, filter, cistern or storage armored combat vehicles and H2O intervention. Figure 2.1 below show the basic constituent: Figure 2.1 ( Fifie Haniezah Binti Hamdah,2010/2011 ) Benefits of Rainwater Harvesting: Rainwater is free ; the lone cost is merely for aggregation and usage. Using rainwater reaping system will salvage money on the public-service corporation measures. It make good usage of a valuable resource. Besides that, it will cut down the rate of occurance of implosion therapy, eroding and the flow to stormwater drains. Rain H2O is free from pollutants so it is good for irrigation and workss thrive. Difficult H2O will bring forth corrosion or graduated table nevertheless rain H2O wo n't. Using rainwater reaping system will besides assist to accomplish LEED Green Building Rating Credit. Care of rainwater harvesitng system The roof, troughs and armored combat vehicle should be cleaned before start to roll up the rainwater Let the first 2-3 rains flow out through the first flower system Merely hold to clean the armored combat vehicle one time a twelvemonth In every twelvemonth need to replace the filtering agents Keep clean and hygienic around the armored combat vehicle Every twelvemonth must use the white cement on the armored combat vehicle Preserve H2O and utilize it with cautiousness ( N Munal Meitei, 2011 ) figure 4.png -Will filtrating and purification the rain H2O until 5000 liter H2O armored combat vehicle so will straight pump into the house. Recycling System In Malaysia we produce 94,000 dozenss of rubbish per twenty-four hours or 34,310,000 dozenss per twelvemonth ( Dr. Mahathir Mohammad, December 2010 ) . Recycling in and around the place can be really easy. Paper, plastic, metal and glass can be recycled. Other so this, firniture, electronic equipment, constructing stuff and vehicles besides can be recycled. In our place we must do certain that have recycle bin and maintain it in an obvious topographic point so that wo n't bury to utilize it. Besides that, indoors kitchen besides have many points are reclaimable including plastic milk, H2O bottles, jams, flavoring bottles and etc. Recycling garden merchandises and seting trees besides can better the environment in our garden.Planting trees will assist to better the environment by cut downing planetary heating and supplying a place for animate beings. After cut downing the lawn, merely merely go forth the grass film editings at the garden. They will turn into foods and as a fertilizer in the dirt. Use kitchen waste such as works fixingss and leftover nutrient into procedure of composting in your garden to assist it turn. Recycling natural resources provides a batch of benefits to our environment. Therefore, recycling should be carry out by everyone in this planet. Preservation of environmental should be carried out by everyone, they should protect the valuable resources by halt utilizing risky or chemical waste merchandises and seek to extinguish all the non-bio degradable waste merchandises. Besides that, recycling besides can diminish landfill infinite. This is because reclaimable waste merchandises that occupied the land will be cleared. Hence, the environment will go cleansing agent and greener. This will do the universe to be a better topographic point for people to populate in. ( John F. Mongillo, Linda Zierdt- Varshaw, 2000 ) Other than that, there are still some others benefits from recycling. One of the benefits of recycling is supplying a cleansing agent and better environment for the following coevals childs to populate in. As recycling can supply a cleansing agent environment, it might convey us a healthier life. Recycling besides can assist in continuing our works and supply a good environment to populate in. For cases, recycle of paper, glass, bottle and plastic merchandises besides can assist in salvaging resources and energy. This is because those merchandises are made by natural resources such as tree or natural stuff. ( John F. Mongillo, Linda Zierdt- Varshaw, 2000 )A A A AComposting Waste System Composting biodegrades organic waste such as nutrient waste, paper, wood, leaves etc and turns it into organic fertiliser. Composting is a natural organic procedure, carried out under controlled aerophilic status. Bacterious and fungi which are assorted micro-organisms will interrupt down organic affair into simpler substances during the procedure. The environmental status such as O, size of microbic populations, humidness, temperature will impact the effectivesness of the composting procedure. Composting non a complicated procedure. Natural Composting go on on a uninterrupted footing in the natural environment. Organic affair is metabolized by micro-organisms and consumed by invertebrated. The resulting foods are return into fertilise to the dirt to back up works growing. Composting has the possible to manage most of the organic stuffs in waste signifier such as eating house waste, farm waste, oaoer oridycts etc and can be easy incorporated into any waste direction program. The composting can be carried out indoor or out-of-door environtment and easy to pull off ( Professor Rot, 2008 ) Advantage Disadvantage Reduces mass of waste Must managed the generates smells and leachate Stabulizes Waste Reduces Pathogens Produces a merchandise

About India Yamaha Motor Pvt. Ltd.

CHAPTER -1 INTRODUCTION BRIEF HISTORY 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). 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 ur 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 â€Å"high-quality and high-performance† and â€Å"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 â€Å"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 â€Å"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 â€Å"the next Kando. † About the subject Customer satisfaction, a term frequently used in  marketing, is a measure of how products and services supplied by a company meet or surpass customer expectation. Customer satisfaction is defined as the number of customers, or percentage of total customers, whose reported experience with a firm, its products, or its services (ratings) exceeds specified satisfaction goals. Customer Satisfaction in 7 Steps 1. Encourage Face-to-Face Dealings This is the most daunting and downright scary part of interacting with a customer. If youre not used to this sort of thing it can be a pretty nerve-wracking experience. Rest assured, though, it does get easier over time. Its important to meet your customers face to face at least once or ven twice during the course of a project. 2. Respond to Messages Promptly Keep Your Clients Informed This goes without saying really. We all know how annoying it is to wait days for a response to an email or phone call. It might not always be practical to deal with all customers queries within the space of a few hours, but at least email or call them back and let them know youve received their message and youll contact them about it as soon as possible. Even if youre not able to solve a problem right away, let the customer know youre working on it. 3. Be Friendly and Approachable A fellow Site Pointer once told me that you can hear a smile through the phone. This is very true. Its very important to be friendly, courteous and to make your clients feel like youre their friend and youre there to help them out. There will be times when you want to beat your clients over the head repeatedly with a blunt object it happens to all of us. Its vital that you keep a clear head, respond to your clients wishes as best you can, and at all times remain polite and courteous. 4. Have a Clearly-Defined Customer Service Policy This may not be too important when youre just starting out, but a clearly defined customer service policy is going to save you a lot of time and effort in the long run. If a customer has a problem, what should they do? If the first option doesnt work, then what? Should they contact different people for billing and technical enquiries? If theyre not satisfied with any aspect of your customer service, who should they tell? Theres nothing more annoying for a client than being passed from person to person, or not knowing who to turn to. Making sure they know exactly what to do at each stage of their enquiry should be of utmost importance. So make sure your customer service policy is present on your site and anywhere else it may be useful. 5. Attention to Detail (also known as The Little Niceties) Have you ever received a Happy Birthday email or card from a company you were a client of? Have you ever had a personalized sign-up confirmation email for a service that you could tell was typed from scratch? These little niceties can be time consuming and arent always cost effective, but remember to do them. Even if its as small as sending a Happy Holidays email to all your customers, its something. It shows you care; it shows there are real people on the other end of that screen or telephone; and most importantly, it makes the customer feel welcomed, wanted and valued. 6. Anticipate Your Clients Needs Go Out Of Your Way to Help Them Out Sometimes this is easier said than done! However, achieving this supreme level of understanding with your clients will do wonders for your working relationship. 7. Honor Your Promises Its possible this is the most important point in this article. The simple message: when you promise something, deliver. Clients dont like to be disappointed. Sometimes, something may not get done, or you might miss a deadline through no fault of your own. Projects can be late, technology can fail and sub-contractors dont always deliver on time. In this case a quick apology and assurance itll be ready ASAP wouldnt go a miss. Sales promotions Sales promotion  is one of the four aspects of  promotional mix. The other three parts of the  promotional mix  are  advertising,  personal selling, and  publicity/public relations. ) Media and non-media marketing communication are employed for a pre-determined, limited time to increase consumer demand, stimulate market demand or improve product availability. Sales promotion includes several communications activities that attempt to provide added value or incentives to consumers, wholesalers, retailers, or other organizational custom ers to stimulate immediate sales. These efforts can attempt to stimulate product interest, trial, or purchase. Examples of devices used in sales promotion include coupons, samples, premiums, point-of-purchase (POP) displays, contests, rebates, and sweepstakes. CHAPTER-2 RESEARCH DESIGN TITLE OF THE STUDY â€Å"A STUDY ON MEASURING CUSTOMER SATISFACTION LEVEL AND SALES PROMOTION IN YAMAHA OBJECTIVES OF THE STUDY * 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. 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. RESEARCH METHODOLOGIES AND LIMITATIONS: * 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. * * * 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 de alership 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. * * 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. * 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 th e 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. 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| 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-3 COMPANY 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. . Motorcycle 2. Scooter Mopeds 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). 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 â€Å"high-quality and high-performance† and â€Å"light weight and compactness† as we have continued to develop new technologies in the areas of small engine technology and FRP processing echnology as well as control and component technologies. It can also be said that our corporate history has taken a path where â€Å"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 pro ducts 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 â€Å"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 â€Å"the next Kando. † 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. Everyones 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 organizations 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 ur corporate mission of creating Kando Yamaha Motor is a company that ha s worked ever since its founding to build products defined by the concepts of â€Å"high-quality and high-performance† and â€Å"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 â€Å"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 â€Å"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 â€Å"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. 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 firms 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| /|   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  | Internal Analysis  Ã‚  Ã‚  |   Ã‚  Ã‚  External Analysis| /   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  |   Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  Ã‚  / | Strengths  Ã‚  Ã‚  Weaknesses  Ã‚  Ã‚  |   Ã‚  Ã‚  Opportunities  Ã‚  Ã‚  Threats| || SWOT Matrix| | SWOT ANALYSIS FOR THE TWO WHEELER INDUSTRY Strength * Established brands, Strong Brand Name * Fuel efficient * Style statement * Convenient in heavy traffic * Cheap and affordable * Easy and cheap finance availability * Patents * Good reputation among customers| Weaknesses * Extremely price sensitive * Short PLC * High R and D costs| Opportunities * Growing premium segment * Increasing dispensable income * Environmental concerns * Exports increasing * Very strong demand in the 100cc. segment dominated by limited players. | Threats * The Rs. Lakh car * Cut throat competition * Increasing number of players in the market * Rising raw material costs * Increasing rates of interest on finance| SWOT ANALYSIS FOR INDIA YAMAHA MOTORS Strength * Size and scale of parent company. * Effective Advertising Capability * Committed and dedicated staff. * High emphasis on R and D. * Experience in the market. * Established brand. * Established market channel. * Power, Speed Acceleration| Weaknesses * Small showrooms. * Not much emphasis on agg ressive selling. * Weak product diversity. | Opportunities * Growing premium segment. Global expansion into the Caribbean Central America. * Expansion of target market (include women). * Increasing dispensable income. * 1st mover advantage. | Threats * Cut throat competition * Increasing number of players in the market * Rising raw material costs * Increasing rates of interest on finance| 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 â€Å"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 Indias 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. [emailprotected] rpm. 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. s one among Indias 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 â€Å"BAJAJ†. Maharashtra Scooters Ltd. , a Company with 24 % equity participation by the Company and 27% participation from Maharashtra State Governments 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 Companys distribution network and under the Companys 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 * Pulsar 180 DTS-i UG * Pulsar 150 DTS-i UG * Pulsar 200 Cc * Pulsar 220 DTS-Fi | 180 CC 150 CC 200 CC 220 CC| 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 Indias Hero Group and Japanese Honda Motors Company in the year 1983. This joint venture has not only created the worlds 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| 2003| CD-DAWN, SPLENDOR +, PASSION +, KARIZMA| 2005| SUPER-SPLENDOR, CD-DELUX, 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 worlds largest manufacturer of motorcycles to collaborate with the worlds 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 Councils 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 end2008 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 Glamour * Glamour * Glamour FI| Hero Honda Splendor * Splendor + * Super Splendor * Splendor NXG| Hero Honda Passion Plus| Hero Honda Sleek| Hero Honda CBZ X-TREME| Hero Honda Karizma| Hero Honda Hunk| | | SCOOTERETTES/MOPEDS| 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 companys 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| CHAPTER-4 Data Analysis and Interpretation Age| No of respondents| % of respondents| 16 – 20| 28| 28%| 21-25| 41| 41%| 26-30| 20| 20%| Above 30| 11| 11%| Total| 100| 100%| Table no. 4. 1 : The Age distribution in the sample. ANALYSIS: 4. : 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 (aroun d 20%) also because of its reputation in the world market. Graph no. 4. 1 RESULTS OF THE CUSTOMER SURVEY Table no. 4. 2 Marital status| No. f respondents| %of respondents| Married| 24| 24%| Single| 76| 76%| Total| 100| 100%| 4. 2 The Marital status distribution in the sample. Analysis: 4. 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. Graph no 4. 2 4. 2 The Marital status distribution in the sample. Occupation| No. of respondents| %of respondents| Business person| 27| 27%| Student| 43| 43%| Office employee| 28| 28%| Others| 2| 2%| Totals| 100| 100%| Table no. 4. 3 4. : The Occupation distribution in the sample. Analysis: 4. 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 at tractive and Yamaha is providing that in the form of FZS. Graph no. 4. 3 4. 3: The Occupation distribution in the sample. Table no. 4. 4 Income group| No. of respondents| %of respondents| Upto 1000| 17| 17%| 10001-20000| 33| 33%| 20001-40000| 40| 40%| 40001-60000| 9| 9%| Above 60000| 1| 1%| Totals| 100| 100%| | | | 4. 4: The Income groups distribution in the sample. Analysis:4. 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. Graph no 4. 4 4. 4: The Income groups distribution in the sample. Table no . 4. 5 Purchased by| No. of respondents| %of respondents| Loan| 28| 28%| Cash| 72| 72%| Totals| 100| 100%| 4. 5: The Way of purchasing distribution in the sample. Analysis: 4. : 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 wh ich YAMAHA is offering. Graph no 4. 5 4. 5: The Way of purchasing distribution in the sample. Table no . 4. 6 Paid by| No. of respondents| %of respondents| Family| 51| 51%| Self| 49| 49%| Totals| 100| 100%| 4. : The Financing distribution in the sample. Analysis: 4. 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. Graph no 4. 6 4. 6: The Financing distribution in the sample. Table no . 4. 7 Compare Brands| No. of respondents| %of respondents| Bajaj| 26| 26%| Hero Honda| 23| 23%| Honda| 2| 2%| Bullet| 4| 4%| Yamaha| 6| 6%| No| 39| 395| Totals| 100| 100%| 4. 7: Compared brands with FZS. Analysis: 4. 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. Graph no. 4. 7 4. 7: Compared brands with FZS. Table no. 4. 8 Choice of feature in a bike | No. of respondents| %of respondents| Style/Design| 54| 54%| Controll ability| 7| 7%| Pick up| 8| 8%| Reputation of maker| 6| 6%| Riding comfort| 12| 12%| New Technology| 8| 8%| Durability| 1| 1%| Others| 2| 2%| Mileague| 2| 2%| Totals| 100| 100%| 4. 8: The choice of Feature which is most important in a bike. Analysis: 4. : 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. Graph no. 4. 8 4. 8: The choice of Feature which is most important in a bike. Table no. 4. 9 First Information source| No. of respondents| %of respondents| Tvcf| 45| 45%| Family/Friends| 24| 24%| Road show| 5| 5%| Websites| 3| 3%| Showroom| 12| 12%| Auto expo| 1| 1%| Newspaper| 4| 4%| Magazines| 5| 5%| Others| 1| 1%| Totals| 100| 100%| 4. 9: 1st Information sources and their shares Analysis: 4. : 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. Graph no. 4. 9 4. 9: 1st Information sources and their shares Tables no. 4. 10 Improvement in Yamaha Image in india| No. of respondents| %of respondents| No| 2| 2%| Yes| 98| 98%| Totals| 100| 100%| 4. 10: Customer Perception regarding Yamaha Image after FZS Analysis: 4. 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.. By this we are again proving our second HYPOTHESIS that YAMAHA has regained its image after the launch of FZ FZS. es Graph no. 4. 10 4. 10: Customer Perception regarding Yamaha Image after FZS Table no. 4. 11 Comments about FZS| No. of respondents| %of respondents| Stylish| 45| 45%| Trendy| 6| 6%| Macho| 27| 27%| Low mileage| 16| 16%| Others| 4| 4%| Expensive| 2| 2%| Totals | 100| 100%| 4. 11: Comments for FZS by Potential Customers. Analysis: 4. 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. Graph no. 4. 11 4. 11: Comments for FZS by Potential Customers. Table no. 4. 12 Customer opinions towards safety and comforts| No. of respondents| %of respondents| Extremely| 23| 23%| Satisfied| 47| 47%| Netural| 10| 10%| Totals| 100| 100%| Analysis: 100% of the respondents 47% of the respondents approached were satisfied with the safety and comfort feature of the Bolero. Followed by 27% was extremely satisfied, 17% are neutral and rest of the 7% was dissatisfied with safety and comfort feature of Yamaha. % Graph no 4. 12 4. 12: Customer opinions towards safety and comforts Table no. 4. 13 Customer opinions towards Design| No. of respondents| %of respondents| Extremely| 20| 20%| Satisfied| 40| 40%| Netural| 27| 27%| Dissatisfied| 13| 13%| Totals%| 100| 100| Analysis: 100% of respondents 40% of the respondents approached were satisfied with the Design of the Yamaha. 20% were more satisfied, 27% of them neutral and 13% are dissatisfied with the design of the yamaha. Observation: As majority of the respondents are satisfied with the design of Yamaha, the company should maintain the same standard and it is suggested to come up with suitable measure to reduce the negative opinion among the consumer who are of the opinion that the fuel consumption is a dissatisfying factor. Graph no 4. 13 4. 13; Customer opinions towards Design Table no. 4. 14 Customer opinion towards consumption of fuels | No. of respondents| %of respondents| More satisfied| 27| 27%| Satisfied| 49| 49%| Not Satisfied and dissatisfied| 17| 17%| Dissatisfied| 7| 7%| Totals | 100| 100%| Analysis: 100% of the respondents 49% of the respondents approached were satisfied with the fuel consumption of the Yamaha. Followed by 27% was extremely satisfied, 17% are neutral and rest of the 7% is more dissatisfied with fuel consumption of Yamaha Observation: As majority of the respondents are satisfied with the fuel consumption of Yamaha, the company should maintain the same standard and it is suggested to come up with suitable measure to reduce the negative opinion among the consumer who are of the opinion that the fuel consumption is a dissatisfying factor Graphs no 4. 14 4. 14 : Customer opinions towards fuel consumption Tables no 4. 15 Customer opinion towards Maintaince| No. of respondents| %of respondents| Extremely| 23| 23%| Satisfied| 51| 51%| Netural| 21| 21%| Dissatisfied| 5| 5%| Totals | 100| 100%| Analysis: The sample drawn on the probability basis shows that out of 100% of respondents 51% of the respondents approached were satisfied with the maintenance of the Yamaha. 23% were extremely satisfied, 21% of neutral and 5% are dissatisfied with the maintenance. Observation: Though majority of the customer are satisfied that the maintenance cost of Yamaha is less, around 20% are not satisfied which may be because of comparison of yamaha with the newly launched competing brands coming with even lower maintenance cost. Graph no 4. 15 4. 15:Customer satisfactions toward Maintenance of Yamaha Chapter-5 Summary of findings Findings 1. It is found that the most preferred vehicle of YAHAHA FZ 2. It is found that from the data we can position our product to the comfort seeking group of people 3. It is found that many of the YAHAMA customers are buying its BIKE by seeing its brand name only. 4. It is found that major media that attracted the customers is television. 5. It is found that only a few customers are satisfied with the service. 6. Most of fortune yahama customers are interested to service their vehicle only at authorized dealer. 7. It is found that most of the customers preferred ICICI and SBI banks for taking financial help while purchasing a bike. . It is found that most of the customers prefer only in house finance compare to outhouse finance. 9. It is found that more than 80% of customers think that yahama bike are affordable only by rich men. Chapter 6 Recommendation, suggestion And conclusion RECOMMENDATIONS * SHOULD IMPROVE THE AFTER SALE SERVICES: During the survey we found that Yamaha is not satisfy ing 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. Emotion al 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. CONCLUSION From the customers survey and desk research we conclude that:We are confident that we will continue getting technology from Yamaha , for its part, has also made similar statements. However, industry analysts do have doubts. Says an industry analyst, Yamaha’s track record in India does lead to some apprehensions. An analysis of Yamaha’s past tie-ups in India would prove so. This does throw up some questions with regards to the path ahead for Yamaha. These examples prove that Yamaha has always wanted to have its own entity, says another analyst. Most of the customers of Yamaha belong to congested areas. They mostly belong to middle class and are mostly officials/ executives. Thus, we conclude client has targeted the right segment . From the findings we conclude that a customers while purchasing a car, customers takes into consideration mainly fuel efficiency, good looks, low maintenance cost and reliability. The main competitors of Yamaha are bajaj Honda and herohonda The consumer preference basically depends upon wider network and better services. Customers are influenced more to buy a product by advertisements rather than dealer friend’s or family recommendations BIBLIOGRAPHY BIBLIOGRAPHY 1) Phillip Kotler; Principles of marketing, 7th Edition; Pearson Publication. ) 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; Cr eativity Research Journal, 11(4), Page No. 245-307; 1998. ANNEXURES 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: ________ . 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: _______ 5. 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______