1

Table of Content

1. Indian 2 wheeler Industry 1

2. Yamaha Company Profile 7

 SWOT Analysis 11

3. Literature Survey 13

 Yamaha strategy in India 18

 The 4 P’s for Yamaha India 19

4. Yamaha FZ-16 20

5. Competitor Analysis 27

 Bajaj Pulsar 150 DTSi 27

 Hero Honda Hunk 31
 Hero Honda CBZ X- Treme 33
 Honda Unicorn 35
 TVS Apache RTR 160 38

6. Research Design 41
 Data 43
7. Result of Customer survey 44

8. Recommendations 60

9. Bibliography 62
10. Reference 63
11. Sample Questionnaire 64
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Indian Two-Wheeler Industry: A Perspective

Automobile is one of the largest industries in global market. Being the leader in product and
process technologies in the manufacturing sector, it has been recognised as one of the
drivers of economic growth. During the last decade, well¬-directed efforts have been made
to provide a new look to the automobile policy for realising the sector's full potential for the
economy. Steps like abolition of licensing, removal of quantitative restrictions and initiatives
to bring the policy framework in consonance with WTO requirements have set the industry
in a progressive track. Removal of the restrictive environment has helped restructuring, and
enabled industry to absorb new technologies, aligning itself with the global development
and also to realise its potential in the country. The liberalisation policies have led to
continuous increase in competition which has ultimately resulted in modernisation in line
with the global standards as well as in substantial cut in prices. Aggressive marketing by the
auto finance companies have also played a significant role in boosting automobile demand,
especially from the population in the middle income group.

Evolution of Two-wheeler Industry in India

Two-wheeler segment is one of the most important components of the automobile sector
that has undergone significant changes due to shift in policy environment. The two-wheeler
industry has been in existence in the country since 1955. It consists of three segments viz.
scooters, motorcycles and mopeds. According to the figures published by SIAM, the share of
two-wheelers in automobile sector in terms of units sold was about 80 per cent during
2003-¬04. This high figure itself is suggestive of the importance of the sector. In the initial
years, entry of firms, capacity expansion, choice of products including capacity mix and
technology, all critical areas of functioning of an industry, were effectively controlled by the
State machinery. The lapses in the system had invited fresh policy options that came into
being in late sixties. Amongst these policies, Monopolies and Restrictive Trade Practices
(MRTP) and Foreign Exchange Regulation Act (FERA) were aimed at regulating monopoly
and foreign investment respectively. This controlling mechanism over the industry resulted
in: (a) several firms operating below minimum scale of efficiency; (b) under-utilisation of
capacity; and (c) usage of outdated technology. Recognition of the damaging effects of
licensing and fettering policies led to initiation of reforms, which ultimately took a more
prominent shape with the introduction of the New Economic Policy (NEP) in 1985.

However, the major set of reforms was launched in the year 1991 in response to the major
macroeconomic crisis faced by the economy. The industrial policies shifted from a regime of
regulation and tight control to a more liberalised and competitive era. Two major results of
policy changes during these years in two-wheeler industry were that the, weaker players
died out giving way to the new entrants and superior products and a sizeable increase in
number of brands entered the market that compelled the firms to compete on the basis of
product attributes. Finally, the two-¬wheeler industry in the country has been able to
witness a proliferation of brands with introduction of new technology as well as increase in
number of players. However, with various policy measures undertaken in order to increase
the competition, though the degree of concentration has been lessened over time,
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deregulation of the industry has not really resulted in higher level of competition.

A Growth Perspective

The composition of the two-wheeler industry has witnessed sea changes in the post-reform
period. In 1991, the share of scooters was about 50 per cent of the total 2-wheeler demand
in the Indian market. Motorcycle and moped had been experiencing almost equal level of
shares in the total number of two-wheelers. In 2003-04, the share of motorcycles increased
to 78 per cent of the total two-wheelers while the shares of scooters and mopeds declined
to the level of 16 and 6 per cent respectively. A clear picture of the motorcycle segment's
gaining importance during this period is exhibited by the Figures 1, 2 and 3 depicting total
sales, share and annual growth during the period 1993-94 through 2003-04.

National Council of Applied Economic Research (NCAER) had forecast two-wheeler demand
during the period 2002¬-03 through 2011-12. The forecasts had been made using
econometric technique along with inputs obtained from a primary survey conducted at 14
prime cities in the country. Estimations were based on Panel Regression, which takes into
account both time series and cross section variation in data. A panel data of 16 major states
over a period of 5 years ending 1999 was used for the estimation of parameters. The
models considered a large number of macro-economic, demographic and socio-economic
variables to arrive at the best estimations for different two-wheeler segments. The
projections have been made at all India and regional levels. Different scenarios have been
presented based on different assumptions regarding the demand drivers of the two-wheeler
industry. The most likely scenario assumed annual growth rate of Gross Domestic Product
(GDP) to be 5.5 per cent during 2002¬-03 and was anticipated to increase gradually to 6.5
per cent during 2011¬-12. The all-India and region-wise projected growth trends for the
motorcycles and scooters are presented . The demand for mopeds is not presented in this
analysis due to its already shrinking status compared to' motorcycles and scooters.

It is important to remember that the above-mentioned forecast presents a long-term

growth for a period of 10 years. The high growth rate in motorcycle segment at present will
stabilise after a certain point beyond which a condition of equilibrium will set the growth
path. Another important thing to keep in mind while interpreting these growth rates is that
the forecast could consider the trend till 1999 and the model could not capture the recent
developments that have taken place in last few years. However, this will not alter the
regional distribution to a significant extent.

Table 1 suggests two important dimensions for the two-¬wheeler industry. The region-wise
numbers of motorcycle and scooter suggest the future market for these segments. At the all
India level, the demand for motorcycles will be almost 10 times of that of the scooters. The
same in the western region will be almost 20 times. It is also evident from the table that
motorcycle will find its major market in the western region of the country, which will
account for more than 40 per cent of its total demand. The south and the north-central
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region will follow this. The demand for scooters will be the maximum in the northern region,
which will account for more than 50 per cent of the demand for scooters in 2011-12.
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The present economic situation of the country makes the scenario brighter for short-term
demand. Real GDP growth was at a high level of 7.4 per cent during the first quarter of
2004. Both industry and the service sectors have shown high growth during this period at
the rates of 8.0 and 9.5 per cent respectively. However, poor rainfall last year will pull down
the GDP growth to some extent. Taking into account all these factors along with other
leading indicators including government spending, foreign investment, inflation and export
growth, NCAER has projected an average growth of GDP at 6.7 per cent during the tenth
five-year plan. Its mid-term forecast suggests an expected growth of 7.4 per cent in GDP
during 2004-05 to 2008-09. Very recently, IMF has portrayed a sustained global recovery in
World Economic Outlook. A significant shift has also been observed in Indian households
from the lower income group to the middle income group in recent years. The finance
companies are also more aggressive in their marketing compared to previous
years.Combining all these factors, one may visualise a higher growth rate in two-
wheeler demand than presented in Table 1, particularly for the motorcycle
segment.

There is a large untapped market in semi-urban and rural areas of the country. Any
strategic planning for the two¬-wheeler industry needs to identify these markets with the
help of available statistical techniques. Potential markets can be identified as well as
prioritised using these techniques with the help of secondary data on socio-economic
parameters. For the two-wheeler industry, it is also important to identify the target groups
for various categories of motorcycles and scooters. With the formal introduction of
secondhand car market by the reputed car manufacturers and easy loan availability for new
as well as used cars, the two-wheeler industry needs to upgrade its market information
system to capture the new market and to maintain its already existing markets. Availability
of easy credit for two-wheelers in rural and smaller urban areas also requires more focussed
attention. It is also imperative to initiate measures to make the presence of Indian two-
wheeler industry felt in the global market. Adequate incentives for promoting exports and
setting up of institutional mechanism such as Automobile Export Promotion Council would be
of great help for further surge in demand for the Indian two-wheeler industry.

Demand Drivers

The demand for two-wheelers has been influenced by a number of factors over the past five
years. The key demand drivers for the growth of the two-wheeler industry are as follows:

 ▪ Inadequate public transportation system, especially in the semi-urban and rural areas;
▪ Increased availability of cheap consumer financing in the past 3-4 years;
▪ Increasing availability of fuel-efficient and low-maintenance models;
▪ Increasing urbanisation, which creates a need for personal transportation;
▪ Changes in the demographic profile;
▪ Difference between two-wheeler and passenger car prices, which makes two-wheelers the
entrylevel vehicle;
▪ Steady increase in per capita income over the past five years; and
▪ Increasing number of models with different features to satisfy diverse consumer needs.
 
While the demand drivers listed here operate at the broad level, segmental demand is
influenced by segment-specific factors.
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Some Facts

• India is the second largest producer of two wheelers

• Two wheeler segment contributes the largest volume amongst all the segments in
automobile industry

• The industry is growing at 30% annually.

• The sales of two wheelers in the period 2006 - 07 was 7,857,548, which was a
growth of 11.41 %.
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COMPANY PROFILE

About India Yamaha Motor Pvt. Ltd.

Yamaha made its initial foray into India in 1985. Subsequently, it entered into a
50:50 joint-venture with the Escorts Group in 1996. However, in August 2001,
Yamaha acquired its remaining stake becoming a 100% subsidiary of Yamaha Motor
Co., Ltd, Japan (YMC). In 2008, Mitsui & Co., Ltd. entered into an agreement with
YMC to become a joint-investor in the motorcycle manufacturing company "India
Yamaha Motor Private Limited (IYM)".

IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar

Pradesh and Faridabad in Haryana and produces motorcycles for both domestic and
export markets. With a strong workforce of more than 2,000 employees, IYM is
highly customer-driven and has a countrywide network of over 400 dealers.
Presently, its product portfolio includes VMAX (1,679cc), MT01 (1,670cc), YZF-R1
(998cc), FZ1(998cc), YZF-R15 (150cc), Fazer (153cc), FZ-S (153cc), FZ16 (153cc),
SZ-R(153cc), SZ & SZ-X (153cc), SS125 (123cc), YBR 125 (123cc), YBR 110
(106cc) and Crux (106cc).

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".
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MISSION

We are committed to:

Be the Exclusive & Trusted Brand renowned for marketing and manufacturing of
YAMAHA products, focusing on serving our customer where we can build long term
relationships by raising their lifestyle through performance excellence, proactive
design
& innovative technology. Our innovative solutions will always exceed the changing
needs of our customers and provide value added vehicles.

Build the Winning Team with capabilities for success, thriving in a climate for action
and
delivering results. Our employees are the most valuable assets and we intend to
develop
them to achieve international level of professionalism with progressive career
development. As a good corporate citizen, we will conduct our business ethically
and
socially in a responsible manner with concerns for the environment.
Grow through continuously innovating our business processes for creating value
and
knowledge across our customers thereby earning the loyalty of our partners &
increasing
our stakeholder value.

CORE COMPETENCIES

Customer #1
We put customers first in everything we do. We take decisions keeping the
customer in
mind.

Challenging Spirit
We strive for excellence in everything we do and in the quality of goods & services
we
provide. We work hard to achieve what we commit & achieve results faster than our
competitors and we never give up.

Team-work
We work cohesively with our colleagues as a multi-cultural team built on trust,
respect,
understanding & mutual co-operation. Everyone's contribution is equally important
for
our success.
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Frank & Fair Organization

We are honest, sincere, open minded, fair & transparent in our dealings. We
actively
listen to others and participate in healthy & frank discussions to achieve the
organization's goals.

CORPORATE PHILOSOPHY.

For society, for the world …

Yamaha works to realize
our corporate mission of creating Kando

Yamaha Motor is a company that has worked ever since its founding to build
products
defined by the concepts of “high-quality and high-performance” and “light weight
and
compactness” as we have continued to develop new technologies in the areas of
small
engine technology and FRP processing technology as well as control and component
technologies.

It can also be said that our corporate history has taken a path where “people” are
the
fundamental element and our product creation and other corporate activities have
always been aimed at touching people’s hearts. Our goal has always been to
provide
products that empower each and every customer and make their lives more
fulfilling by
offering greater speed, greater mobility and greater potential.

Said in another way, our aim is to bring people greater joy, happiness and create
Kando*
in their lives. As a company that makes the world its field and offers products for
the
land, the water, the snowfields and the sky, Yamaha Motor strives to be a company
that
“offers new excitement and a more fulfilling life for people all over the world” and to
use
our ingenuity and passion to realize peoples’ dreams and always be the ones they
look
to for “the next Kando.”
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SWOT ANALYSIS

A scan of the internal and external environment is an important part of the strategic
planning process. Environmental factors internal to the firm usually can be classified as
strengths (S) or weaknesses (W), and those external to the firm can be classified as
opportunities (O) or threats (T). Such an analysis of the strategic environment is referred
to as a SWOT analysis.

The SWOT analysis provides information that is helpful in matching the firm's resources
and capabilities to the competitive environment in which it operates. As such, it is
instrumental in strategy formulation and selection. The following diagram shows how a
SWOT analysis fits into an environmental scan:

SWOT Analysis Framework

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1.5 SWOT ANALYSIS FOR INDIA YAMAHA MOTORS

Strength Weaknesses

Size and scale of parent company. Small showrooms.

Effective Advertising Capability Not much emphasis on aggressive
Committed and dedicated staff. selling.
High emphasis on R and D. Weak product diversity
Experience in the market.
Established brand.
Established market channel.
Power, Speed & Acceleration

Opportunities Threats

Growing premium segment. Cut throat competition

Global expansion into the Caribbean
& Central America.
Expansion of target market (include
women).
Increasing dispensable income.
1st mover advantage.
Increasing number of players in the
market
Rising raw material costs
Increasing rates of interest on
finance
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Literature Survey

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

FACTORS INFLUENCING BUYER BEHAVIOUR

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

1. Factors that are part of the Buyer as an individual

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

i. Personal factors
ii. Cultural factors
iii. Psychological factors

I. Personal Factors – Age, Education, Economic Position, Self concept

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

ii. Cultural Factors – Religion, Language etc.

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

iii.Psychological Factors – Beliefs, Attitudes, Motivation, Perception

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

There are two broad types of group influences:

i. Influence of intimate group.

ii. Influence of the broad social class.

I. Influence of Intimate Group

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

ii. Influence of the Broad Social Class

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

iii. Information from various sources

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

1. Problem Recognition
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The process of buying normally starts with the recognition of a need by the
consumer. He recognizes a problem and develops a perception of the problem. Then
he seeks information for solving his problem.
2. Awareness
The customer turns to his environment /world of information around him. It makes
him aware of the existence of the product that would solve his problem.

3. Comprehension (Evaluation)
Comprehension comes out of his ability to reason with the information.
The awareness and comprehension stages represent the information processing
stage. These two stages constitute the cognitive field of the purchase process.

4. Attitude
It is the sum total of the individual’s faith and feelings towards a product. As a result
of his awareness and comprehension, the consumer develops an attitude – favorable
or unfavorable – towards the product. The purchase process will continue only if he
develops a favorable attitude or a liking for the product.

5. Legitimization
The buyer must be convinces that the purchase of the product is he legitimate
course of action. This stage often stands as a barrier between a favorable attitude
towards the product and actual purchase. Only if the buyer is convinced about the
correctness of the purchase decision, will he proceed. At this stage, he may seek
further information regarding the product, or attempt to assess the information
already available.
Attitude and legitimization constitute the attitude field of he purchase process.

6. Trial
Conviction leads the consumer to try the product on a small scale ; he may buy a
sample. He tries to evaluate the product from his own experience.

7. Adoption
A successful trial leads him to buy/adopt the product.
Trial and Adoption constitute the behavioral field in the buying process.

8. Post-Purchase Behavior
The purchase leads to a specific post purchase behavior. Usually, it creates some
restless ness in the mind of the individual. He is not sure about the product. He may
feel that ‘the other brand’ would have been better. He may even feel that the
salesman has taken him for a ride. As this dissonance is uncomfortable, the
individual, by himself will seek all means to recover his conviction and poise. He well
seed reassuring advertisements of the products or he may deliberately avoid positive
stories about the competing brand.

THE YAMAHA STRATEGY IN INDIA

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Yamaha has shifted its focus from the lower end segments to the premium segment of
bikes. It aims to provide its customers the full range of its engineering marvels that make
Yamaha the company that it is. Yamaha has a very strong focus on the technical
department, the result of which can be seen with Yamaha comfortably leading the
constructor’s championship in the Superbikes racing with Valentino Rossi and Colin
Edwards as their riders.

Yamaha has aimed to become the No.1 in customer satisfaction and is looking forward
to providing the customer with an ‘experience’ with its products.

The target market of India Yamaha Motors is the young and enthusiastic 18-25 yr. olds
who are willing to try taking the not so much treaded path of buying the ‘sports bike’
rather than a ‘utility two wheeler’. These young guns are very conscious of the style
quotient and look forward to their ride being a personality statement.

With the increasing dispensable income in India and growing middle and upper middle
class segment Yamaha is sure to find many prospective customers. With news of India
becoming the breeding ground for millionaires Yamaha has certainly identified an
opportunity and has grabbed it hands down.

THE 4 P’S FOR INDIA YAMAHA MOTORS

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Product: India Yamaha Motors has recently launched its sports bike R15 and FZS in the
150cc. The bikes in the premium segment include MT01 and YZF R1. Yamaha is
bringing its latest technologies to India and aims to come up with a new product for the
Indian market every quarter.
The reliability and riding quality of a Yamaha have already been established through its
earlier products.

Price: The Yamaha range of products has been very competitively priced and the prices
of its premium segment bikes MT01 and YZF R1 are priced much below any present or
prospective competitor in the segment at Rs.10.5 lacs.

Its other products like the R15 has also been priced optimally looking at the
specifications of the bike. The bike despite being only 150 cc provides around 22 BHP of
power, more than any other bike in the 150-220cc. bracket. The bike has also brought
the liquid cooled engine technology to India and other features like the styling etc. are
also quite new for the Indian market and hence considering what it gives you it is a
bargain at Rs.97,500.

Promotion: Yamaha has been constantly loosing market share over the last few years
and has thus decided to change its brand image with change in its market strategy. The
company now wants to be known for its style and speed. It looks to be known as a
sports bike manufacturer and not as an economy bike segment player.
Taking these factors into consideration the company has started a complete makeover
of its image. The recent R15 and FZS ads on numerous channels on TV and other ads
on both electronic and print media vindicate the point.
The company has also opened ‘Yamaha bike stations’ which are company owned
showrooms and completely symbolize the brand image that Yamaha wants to achieve in
India.

Place: India Yamaha Motors has adopted a two tier marketing channel consisting of the
Primary dealers at tier1 and the secondary dealers or retailers at tier2. In addition to
these two tiers there are also the ‘company owned showrooms’ and the multibrand
outlets.
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The launch of the new Yamaha FZ 16 right after a few months of R15 is a sure Indication that Yamaha is
very serious. In this preview, I have written a brief description of all the features of this bike. As soon as
I get my hands on one, I will be writing a road test review of this bike.

The launch of this aerodynamic-looking, sporty, yet rusty mobike is going to please one and all bike
lovers like you and me! While I say sporty, believe me I also meant that Yamaha FZ 16 is also designed
by Bike manufacturing Giant Yamaha Motors keeping in mind the rugged and crater-filled Indian roads.

The motorbike is believed to shake the entire two-wheeler segment market of the Indian automobile
industry. With its launch Yamaha as a company will in no time get synonymous with the youth of the
country and will mark the beginning of a new era. The premium bike maker is all set to roll the dice in its
favor posing tough competition to Apache, Pulsars and Hunks.

Yamaha FZ-16 mobike is set to take the generation next by storm with several unique features, while the
basic design is adopted from earlier series of FZ, though. With its diamond-shaped frame, this mobike is
different with its killer-like looks and originality. It can really snatch away second glance from every
person on the road.
 23

The craftsmanship and engineering feat of Yamaha is revealed as you take a close look at the minute
details of the vehicle, if I have to say it’s crafted to perfection.

If you are the one who would first give vote for style, look and color, well let me tell you that FZ16 is
rightly branded as the ‘Lord of the Street.’ The motorcycle reflects power, strength and dynamism from
any angle of view.

This Lord of Street is available in bold colors of flaming orange, midnight black and lava red. The kerb
weight of the vehicle is 126kg, with a length of 1975 mm, height of 1045 mm and a width of 770 mm.

The engine of Yamaha FZ-16 is a bi-valved 153 CC, air-cooled, Single Overhead Camshaft Engine (SOCE).
It gives an envious output of 14 PS and the peak torque it can generate is about 13.6 Nm. The pickup
speed of this toy is mindboggling and an electric starter will only be a kicker (I didn’t mean you need to
kick start this). Yamaha FZ-16 breathes through a BS26 carburetor and is neither fuel injected nor oil
cooled; but working under negative pressure.

Fuel tank: The 12-liter fuel tank is built of stainless steel but has an outside plastic cover to give that
molded look and reflect the perfect dynamic and muscular image of the vehicle. The tank has integrated
shrouds and an eye-catching exhaust.
 24

Brakes: Who likes those ol’ brakes? Well my vote is for disc brakes and there is a large disc brake on the
front side of the vehicle that helps with great braking power and high-end balance to ride it. If you ask
me if any downside, I would say that there is no rear-end disc brake in the Yamaha FZ-16.

Suspension: Suspension is the thing that impressed me like hell. The Mono-cross suspension at the
rear, inner tubes in the front, hydraulic forks of diameter 41 mm provide excellent shock absorption
typical of Yamaha craftsmanship and gives all the riding pleasure during those long drives for the rider
and the pillion. Not to mention adding stability to the bike as well.

Tyres: Both, rear and front end tyres are tubeless with rear-end tyre having aspect ratio of 60 per cent.
The advantage of tubeless tyres are, on being punctured it is less susceptible on getting flattened (I
assume you know it also reduces the kerb weight of the bike as well). Yamaha FZ-16 has the fattest rear-
end tyre with specifications as 140/60-R17, while that of the front tyre is 100/60-17. Which means the
balance is perfect!
 25

Headlight: The multi-reflector headlight with transparent lens on the front side provides with perfect
illumination.

Dashboard: Yamaha FZ-16 sports fully digital speedometer and all other measuring indicators including
the odometer, fuel gauge and the tachometer that have a characteristic of Liquid Crystal Display for
clearer vision

.
 26

Performance: It’s from the Yamaha portfolio, so you can expect a performance par excellence with
respect to the start-up speed (the company says 0-60 this bike gives the best time. The running speed of
Yamaha FZ-16 overtakes all with its unprecedented torque. What more? it comes priced at Rs. 65000
(ex-showroom). Additionally, the gear ratio provides with awesome agility and optimum performance on
the Indian roads. It’s gotten a spacious seat, so you don’t have to worry off your over-sized butts!

The new Yamaha FZ 16 is going to rock the streets!

 General information
27
Model: Yamaha FZ16
Year: 2011
Category: Naked bike
Engine and transmission
Displacement: 153.00 ccm (9.34 cubic inches)
Engine type: Single cylinder, four-stroke
Power: 14.00 HP (10.2 kW)) @ 7500 RPM
Torque: 14.00 Nm (1.4 kgf-m or 10.3 ft.lbs) @ 6000 RPM
Compression: 9.5:1
Bore x stroke: 58.0 x 57.9 mm (2.3 x 2.3 inches)
Valves per cylinder: 2
Fuel system: Carburettor. BS26
Fuel control: SOHC
Ignition: CDI
Lubrication system: Wet sump
Cooling system: Air
Gearbox: 5-speed
Transmission type,
Chain
final drive:
Clutch: Constant mesh wet multiplate
Chassis, suspension, brakes and wheels
Frame type: Diamond
Front suspension: Telescopic fork
Rear suspension: Monocross
Front tyre dimensions: 100/80-17
Rear tyre dimensions: 140/60-R17
Front brakes: Single disc
Rear brakes: Expanding brake (drum brake)
Physical measures and capacities
Dry weight: 126.0 kg (277.8 pounds)
Weight incl. oil, gas,
137.0 kg (302.0 pounds)
etc:
Power/weight ratio: 0.1111 HP/kg
Seat height: 790 mm (31.1 inches) If adjustable, lowest setting.
Overall length: 1,975 mm (77.8 inches)
Wheelbase: 1,335 mm (52.6 inches)
Fuel capacity: 12.00 litres (3.17 gallons)
Other specifications
Starter: Electric
Electrical: 12V, 2.5 Ah battery
Color options: Red/silver
Further information
Parts and accessories Our partner CMSNL ships low cost OEM motorcycle parts  to Australia, Austria,
Bahamas, Belgium, Canada, China, Croatia, Cyprus, Czech Republic, Denmark,
Estonia, Finland, France, Germany, Greece, Hong Kong, Hungary, Iceland,
India, Ireland, Italy, Japan, Kuwait, Latvia, Lithuania, Luxembourg, Macedonia,
Malta, Montenegro, The Netherlands, New Zealand, Norway, Poland, Portugal,
Serbia, Slovakia, Slovenia, South Africa, Spain, Sweden, Switzerland, Taiwan,
Ukraine, United Kingdom, The United States and more. Or check out parts and
accessories from our other partners.
 28

COMPETITORS ANALYSIS

Bajaj Pulsar 150 DTS-i

Bajaj Auto Ltd.

Established in 1945 Bajaj Auto Ltd was incorporated as a trading company. Till 1959,
they imported scooters and three-wheelers from Italy and sold them in India. The
company got a production license in the year 1959 and fastened a technical
collaboration with Italian PIAGGIO in 1960.

Bajaj Auto Ltd. is one among India's top ten companies in terms of market capitalization
and among the top five in terms of annual turnover.
The company started producing scooters in the year 1961 and followed three-wheelers
production in 1962. Its collaboration with Piaggio expired in 1971 and since then, their
scooters and three-wheelers are being sold with the brand name “BAJAJ”.
Maharashtra Scooters Ltd., a Company with 24% equity participation by the Company
and 27% participation from Maharashtra State Government's Western Maharashtra
Development Corp. was formed in the year 1975 under the "Horizontal transfer of
technology" policy.

The first production unit is located at Satara, Maharashtra. The unit continues to collect
scooters from CKDs supplied by the Company. These scooters are marketed through
the Company's distribution network and under the Company's brand name.
In 1984, the second production plant was set up at Aurangabad, Maharashtra. This plant
started scooter production in 1986, three-wheeler production in 1987 and scooterettes
and motorcycle facilities were commissioned in 1990 & 1991 respectively.

Today, the company has become a market leader with annual production in excess of
1.35 million units which was about 4000 units in 1961.

The Bajaj Pulsar is the first bike in India which came in direct competition with the Hero Honda
CBZ. Later Bajaj introduced Pulsar 150cc DTS-i with digital twin spark ignition and till today
Pulsar is one of the most sought after bike in the 150cc segment. It has definitely won over other
bikes, but let us justify its triumph.
 29

How does it look?

The engineers at Bajaj realized the fact that if there is no beauty and only brawn, it is not going
to sell in the Indian market. Claimed to be designed and developed in Japan, this bike does have
a head turning looks. The most noticeable feature of this bike is the tank. Big tanks give a big
bike feel, and when Pulsar was introduced, it had one of the biggest tanks in India.

The design of the headlamps has been viewed differently by people. Some really love it and
some say it could have been designed better. The headlight comes with city lights also called tell
tale lights which is a value addition to its looks. Bullet and Karizma were the only bikes with city
lights before Pulsar was introduced.
The tail part of the bike… hmm, yeah, I could say it is nicely designed too. Here too there is a
difference of opinion. The new razor sharp rear light, whether looking good or nor not, definitely
adds to the uniqueness of Bajaj Pulsar.

How does it perform?

Bajaj says “DTS-i gives high power without compromising on mileage.” and the bike lives upto
this statement. Another great advantage of the Digital Twin Spark ignition is the throttle
responsiveness. Definitely the throttle response is better than the CBZ. It does give a good
adrenaline rush when you twist the throttle.
 30

Bajaj has generously provided Pulsar with good disc breaks, but the brakes are too sensitive that
it has to be applied carefully. I have heard many people applying the front discs too quick and
due to the type of weight distribution that the bike has, the bike topples over.

It is claimed that the Bajaj Pulsar 150cc gives a mileage of around 55 – 60 kmpl. But it greatly
depends on user riding quality, service quality and frequency of maintenance.

Bajaj's profilation of this bike

All Black Engine. Aerodynamic tank flaps. Aggressive masked fairing with wolf eyed headlamps. Back-lit
LCD digital speedo and tachometer console. Twin slashed L.E.D tail lamp.
 General information
31
Model: Bajaj Pulsar 150 DTS-i

Year: 2010

Category: Sport

Rating: 64.2 out of 100. Show full rating and compare with other bikes

Engine and transmission

Displacement: 149.00 ccm (9.09 cubic inches)

Engine type: Single cylinder, four-stroke

Power: 14.09 HP (10.3 kW)) @ 8500 RPM

Torque: 12.76 Nm (1.3 kgf-m or 9.4 ft.lbs) @ 6500 RPM

Ignition: CDI

Cooling system: Air

Chassis, suspension, brakes and wheels

Front suspension: Telescopic

Front suspensiontravel: 130 mm (5.1 inches)

Rear suspension: Triple rated spring, 5 way adjustable Nitrox shock absorber

Rear suspension travel: 101 mm (4.0 inches)

Front tyre dimensions: 90/90-17

Rear tyre dimensions: 120/80-17

Front brakes: Single disc

Front brakes diameter: 260 mm (10.2 inches)

Rear brakes: Expanding brake (drum brake)

Rear brakes diameter: 130 mm (5.1 inches)

Physical measures and capacities

Weight incl. oil, gas, etc: 143.0 kg (315.3 pounds)

Wheelbase: 1,320 mm (52.0 inches)

Fuel capacity: 15.00 litres (3.96 gallons)

Other specifications

Starter: Electric

Color options: Silver, blue, red, black

 32

Hero Honda Motors Ltd.

Hero Honda Motors Ltd. is a result of the joint venture between India's Hero Group and Japanese
Honda Motors Company in the year 1983. This joint venture has not only created the
world's single largest two wheeler company but also one of the most successful joint ventures
worldwide. Hero Honda is globally known of being the most fuel-efficient and the largest
CBZ selling Indian Motorcycle Company. This is a relationship so harmonious that Hero Honda
has managed to achieve indigenisation of over 95 percent, a Honda record worldwide.

Hero Honda Hunk 150 2011

Hero Honda's profilation of this bike

No one messes with it.
 General information
33
Model: Hero Honda Hunk 150
Year: 2011
Category: Naked bike
Rating: 79.7 out of 100. Show full rating and compare with other bikes
Engine and transmission
Displacement: 149.20 ccm (9.10 cubic inches)
Engine type: Single cylinder, four-stroke
Engine details: Vertical engine, poppet valve
Power: 14.21 HP (10.4 kW)) @ 8500 RPM
Torque: 12.80 Nm (1.3 kgf-m or 9.4 ft.lbs) @ 6500 RPM
Compression: 9.1:1
Bore x stroke: 57.3 x 57.8 mm (2.3 x 2.3 inches)
Fuel system: Carburettor. CV type
Fuel control: OHC
Ignition: AMI
Lubrication system: Trochoid oild pum
Cooling system: Air
Gearbox: 5-speed
Transmission type,
Chain
final drive:
Clutch: Wet, multiplate
Driveline: Constant mesh
Chassis, suspension, brakes and wheels
Frame type: Tubular, diamond tyep
Rake (fork angle): 26.0°
Front suspension: Telescopic Hydraulic Fork
Rear suspension: Swing Arm with Nitrox Shock Absorbers
Front tyre dimensions: 2.75-18
Rear tyre dimensions: 100/90-18
Front brakes: Single disc. Optional drum brake
Front brakes diameter: 240 mm (9.4 inches)
Rear brakes: Single disc. Optional drum brake
Rear brakes diameter: 220 mm (8.7 inches)
Wheels: 5-spoke black alloy wheels
Physical measures and capacities
Weight incl. oil, gas,
146.0 kg (321.9 pounds)
etc:
Front percentage of
158.0
weight:
Overall length: 2,080 mm (81.9 inches)
Ground clearance: 145 mm (5.7 inches)
Wheelbase: 1,325 mm (52.2 inches)
Fuel capacity: 12.40 litres (3.28 gallons)
Other specifications
Starter: Electric & kick
Instruments: Digital/analog
Light: 35W/3wW halogen headlight.
Color options: Red, black, silver, gray
 34

How does it stand out?

The bike claims to have a ‘big bike feel’ which is the most sought after feature in the Indian
bikes today. It boasts of puncture resistant tires for tough riding. Many bikes  feature ‘gas
reservoir suspension’ nowadays and the Hero Honda Hunk is no exception! Gas reservoir
suspension claims to give a ‘smoother’ ride. Hunk features tumbleflow induction technology
which combines air and fuel to give a surge of adrenaline pumping pickup. The bike comes in
red, blue, black and silver.

Hero Honda CBZ and CBZ X-Treme

One of the most celebrated two-wheeler manufacturers in the world, hero honda is a leading name in the two-wheeler
market in the country. Incepted in 1984, hero honda is a joint venture of the Hero group, India and the Hondaof
Japan. In 2001, hero honda created a history by producing 1.3 million motorbikes in one fiscal. In 1999, it launched
India's first four stroke motorbike which was designed in sports oriented manner Catching the fancy of young
generation,this model created waves and was in huge demand for some time.
The hero honda CBZ possesses the following special features.
 An original Hondaengine of the capacity of 156.8cc with a velocity of 125km/hour.
 Transient Power Fuel Control System provides quick and rapid acceleration.
 Tachometer showing the rotational speed of the engine while Trip meter helps in measuring the distance
traveled.
 Air Injection system: It maintained the environmental norms by injecting fresh air into the exhaust port.
 Top Speed: It had the maximum speed of 113km/hour
Having all these features and many more, the model was in the market unchanged for nearly five years. However, in
the face of stiff competition from other auto majors, this model was gradually phased out by the company and
replaced with a revised version, an electric self starting motorbike, named CBZ*. On account of its comparatively
higher price than other similar models, it failed to make a dent into the market.
 General information
35
Model: Hero Honda CBZ X-treme
Year: 2011
Category: Sport
Rating: 74 out of 100. Show full rating and compare with other bikes
Hero Honda's profilation of this bike
Engine and transmission
Carbon matte finish asymmetric console
Displacement: 149.20 ccm (9.10 cubic inches)
Engine type: Single cylinder, four-stroke
Torque: 12.80 Nm (1.3 kgf-m or 9.4 ft.lbs) @ 6500 RPM
Compression: 9.1:1
Bore x stroke: 57.3 x 57.8 mm (2.3 x 2.3 inches)
Fuel control: OHC
Ignition: AMI
Cooling system: Air
Gearbox: 5-speed
Transmission type,
Chain
final drive:
Clutch: Multiplate, wet
Chassis, suspension, brakes and wheels
Frame type: Tubular, diamond type
Front suspension: Telescopic Hydraulic Fork
Rear suspension: Swing Arm with 5 step Hydraulic Shock Absorbers
Front tyre dimensions: 2.75-18
Rear tyre dimensions: 100/90-18
Front brakes: Single disc
Front brakes diameter: 240 mm (9.4 inches)
Rear brakes: Expanding brake (drum brake)
Rear brakes diameter: 130 mm (5.1 inches)
Physical measures and capacities
Weight incl. oil, gas,
143.0 kg (315.3 pounds)
etc:
Front percentage of
154.0
weight:
Overall height: 1,145 mm (45.1 inches)
Overall length: 2,080 mm (81.9 inches)
Overall width: 765 mm (30.1 inches)
Ground clearance: 145 mm (5.7 inches)
Wheelbase: 1,325 mm (52.2 inches)
Fuel capacity: 12.00 litres (3.17 gallons)
Other specifications
Starter: Electric
Electrical: 12V 7Ah battery
Seat: 2-person seat
Color options: Red/black
Comments: Sold in India.
Further information
Parts and accessories Check out parts and accessories from our other partners.
Ask questions Join the 11 Hero Honda CBZ X-treme discussion group.
Insurance, loans, tests Check out insurance here. Search the web for dealers, loan costs, tests,
customizing, etc.
 36

HONDA

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

Honda Unicorn 150cc

Honda set foot on the Indian bike market with the legendary Honda Unicorn. With 150cc engine and
mono-suspension, it was the first of its kind in India.

I went to the Honda showroom to test drive the Unicorn, but I was disappointed as they told me that
there are no bikes for test drive and if booked, it will take another 6 months to arrive! Wow! This is a
great pointer to the fact that the bike is selling like crazy in India.

I called up one of my friend who I remembered to have owned a Unicorn and asked him whether he still
uses it and if possible come to my place so that I can take some pictures and test the bike for a review
on Bike Advice. He gladly accepted and the bike arrived around 5 in the evening.

As I started the bike using the self starter, the first thing I shouted was “Wow, this engine feels so
smooth and silent”. While the Apache RTR roars like a panther, Unicorn is silent and powerful like a
cheetah! The gear shifting was so smooth and I flew off for the test drive (because I am a Wing Rider
now!).
In comparison to the Apache RTR and Pulsar, it lacks in pickup. The bike does not give a sudden jolt of
acceleration, but very efficiently increases the speed in a smooth fashion. The same acceleration power is
retained as you go to higher speeds. Unlike other bikes which give a sudden jolt of inertia initially but
 37

sucks at higher speeds, Unicorn does a good job of constant acceleration for a long time with its 150cc
engine.

Honda's profilation of this bike

CB Unicorn is engineered and styled for the taste of the younger generation. With the 4-stroke, 150cc
engine delivering a whooping 13.3 bhp, CB Unicorn is the fastest motorcycle in India racing from 0 to 60
kms* per hour in a mere 5 seconds.
 General information
38
Model: Honda CB Unicorn
Year: 2011
Category: Sport
Rating: 62.1 out of 100. Show full rating and compare with other bikes
Engine and transmission
Displacement: 149.10 ccm (9.10 cubic inches)
Engine type: Single cylinder, four-stroke
Power: 13.30 HP (9.7 kW)) @ 8000 RPM
Valves per cylinder: 2
Fuel system: Carburettor
Fuel control: OHC TVS
Ignition: Digital CDI Motor
Cooling system: Air
TVS
Gearbox: 5-speed
Motor
Transmission type,
Chain is a
final drive:
Fuel consumption: 1.67 litres/100 km (59.9 km/l or 140.85 mpg)
Greenhouse gases: 38.7 CO2 g/km. (CO2 - Carbon dioxide emission)
Chassis, suspension, brakes and wheels
Frame type: Diamond frame
Front suspension: Telescopic fork
Rear suspension: Monoshock
Front tyre dimensions: 2.75-18
Rear tyre dimensions: 100/90-18
Front brakes: Single disc
Front brakes diameter: 240 mm (9.4 inches)
Rear brakes: Expanding brake (drum brake)
Rear brakes diameter: 130 mm (5.1 inches)
Physical measures and capacities
Dry weight: 146.0 kg (321.9 pounds)
Power/weight ratio: 0.0911 HP/kg
Seat height: 792 mm (31.2 inches) If adjustable, lowest setting.
Overall height: 1,110 mm (43.7 inches)
Overall length: 2,095 mm (82.5 inches)
Overall width: 756 mm (29.8 inches)
Ground clearance: 179 mm (7.0 inches)
Wheelbase: 1,340 mm (52.8 inches)
Fuel capacity: 13.00 litres (3.43 gallons)
Reserve fuel capacity: 1.30 litres (0.34 gallons)
Other specifications
Starter: Electric & kick
Light: Halogen 35W/35W
Electrical: 12V 7Ah battery
Color options: Black, white, red
Comments: Sold in India.
Further information
Parts and accessories Our partner CMSNL ships low cost OEM motorcycle parts  to Australia, Austria,
Bahamas, Belgium, Canada, China, Croatia, Cyprus, Czech Republic, Denmark,
 39

leading and trusted two wheeler company began with the vision of TVS Scooty the founder of
the Sundaram Clayton Group, the late T.S. Srinivasan - 'to design, develop and produce an
affordable moped for the Indian family.' This vision was realized in 1980 when TVS
50, India's first two-seater moped rolled out of the factory at Hosur in Tamil Nadu, Southern
India. The company has been known for its ruggedness and reliability. TVS 50 was successful
and it has smoothened the way for many successes for TVS Suzuki even before its launch in the
market. The TVS 50 XL is especially designed for individuals who want economy fused with
sporty looks. Recently new XL Super with a 70 cc high-tech Power Pack is all set to redefine the
category of mopeds in the country. The Suzuki Samurai was launched for the time conscious
urban commuter. The Max 100 R was engineered for those who demanded strength and
ruggedness. Along with them all, Suzuki Shogun was for those who wanted raw power.

TVS was once known all over India for a small motorcycle named TVS 50 and then came the
Scooty and Scooty Pep which dominated the entire women two-wheeler population. Now TVS is
back with a mission to conquer the hearts of young men.

The TVS Apache RTR is an awesome 160cc bike with great performance and sporty looks. The
priority for most of the young bikers in India starts with style, size, mileage, cost, power and
finally features. TVS could have easily launched a 250cc bike and crowned itself as the
manufacturer of the bike with the biggest engine in India. But engineers at TVS knew the Indian
needs and came out with Apache RTR.
Right now, the new Apache RTR Refresh edition seems to be the best looking bike in the 150cc
segment, but except for Yamaha FZ16 which some people consider more stylish. So the first
priority is well take care of. The size of the bike is adequate. Even though it is not as majestic as
the Karizma andPulsar 220, it does a good job of making a 6 feet tall man satisfied with the
bike..

According to the customer reviews of Apache RTR that we collected, it seems that a mileage
figure of 46-48 kmpl can be labeled to this bike. A price tag of a little over Rs.65,000 for makes
this bike affordable for many.
 General information
40
Model: TVS Apache RTR 160
Year: 2010
Category: Sport
Rating: 59.6 out of 100. Show full rating and compare with other bikes
Engine and transmission
Displacement: 159.70 ccm (9.74 cubic inches)
Engine type: Single cylinder, four-stroke
Power: 15.01 HP (11.0 kW)) @ 8500 RPM
Torque: 13.10 Nm (1.3 kgf-m or 9.7 ft.lbs) @ 6000 RPM
Compression: 9.5:1
Bore x stroke: 62.0 x 52.9 mm (2.4 x 2.1 inches)
Fuel system: Carburettor. Mikuni BS-26
Ignition: IDI-Dual mode digital ignition
Gearbox: 5-speed
Transmission type,
Chain
final drive:
Clutch: Wet, Multi-Plate
Chassis, suspension, brakes and wheels
Frame type: Double cradle
Front suspension: Telescopic fork
Front suspensiontravel: 105 mm (4.1 inches)
Rear suspension: Monotube inverted Gas filled Shox
Front tyre dimensions: 90/90-17
Rear tyre dimensions: 100/80-18
Front brakes: Single disc
Front brakes diameter: 240 mm (9.4 inches)
Rear brakes: Expanding brake (drum brake)
Rear brakes diameter: 130 mm (5.1 inches)
Physical measures and capacities
Dry weight: 111.8 kg (246.4 pounds)
Weight incl. oil, gas, etc: 136.0 kg (299.8 pounds)
Power/weight ratio: 0.1343 HP/kg
Seat height: 790 mm (31.1 inches) If adjustable, lowest setting.
Overall height: 1,050 mm (41.3 inches)
Overall length: 2,020 mm (79.5 inches)
Overall width: 730 mm (28.7 inches)
Wheelbase: 1,300 mm (51.2 inches)
Fuel capacity: 16.00 litres (4.23 gallons)
Reserve fuel capacity: 2.50 litres (0.66 gallons)
Other specifications
Starter: Electric & kick
Color options: Yellow
Comments: TVS bikes are made in India.
Further information
Parts and accessories Check out parts and accessories from our other partners.
Ask questions Join the 10 TVS Apache RTR 160 discussion group.
Insurance, loans, tests Check out insurance here. Search the web for dealers, loan costs, tests,
customizing, etc.
 41

RESEARCH DESIGN

RESEARCH METHODOLOGY

The report has been prepared on the basis of information collected from different sources.
In order to achieve the objective of the project proper research method was applied.. After
giving through brain storming session, objectives were selected and the set on the base of
these objectives, A questionnaire was designed major emphasis of which was gathering
new ideas or insight so as to determine and bind out solution to the problems.

DATA COLLECTION SOURCE

Research included gathering both primary and secondary data. :

PRIMARY DATA - Primary Data was very crucial to collect so as to know various past &
present consumer views about bikes and to calculate the market share of this brand in
regards to other brands. Fresh primary data was collected by taking direct feed back from
customer which involved face to face interview with the customer as well as through
telephonic interview with the customer , all the FZ customer who visited the dealership
showroom for the service of their bikes were questioned in order to find out the customer
satisfaction level.

SECONDARY DATA- are those which has been collected by some one else and which
already have been passed through statistical process. Secondary data has been taken
from internet, newspaper, magazines and companies web sites.

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.

OBJECTIVES
· To know the customer’s perception regarding new bikes FZ by
Yamaha.
 42

· 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 about the competitors of FZ

RESEARCH DESIGN

This study is a mix of explorative and formal methodologies adopting monitoring and
observing to study the fz customers and its competitors and communication to elicit responses
from customers. This is a cross sectional study done during the month April 2011.

For the customer satisfaction study a questionnaire was formulated containing 22 questions which were
sent out for response mainly
through personal interviews of customers at Yamaha dealerships. This data was later
analyzed .

To know the Yamaha reputation and sales promotion in motorcycle market, census
method was chosen dealership were individually visited in the area of
Kochi.

SCOPE OF THE STUDY

This study is aimed at providing India Yamaha Motors with an insight into the success of
FZ 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.

LIMITATIONS OF THE STUDY

This research is geographically restricted to Kochi and Trivandrum 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.
 43

DATA

PRIMARY DATA

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

SECONDARY DATA

The Secondary Data collection involved internet search, browsing magazines,

newspapers and articles and papers related to the two wheeler industry in India.
Numerous Journals and books related to the topic were also browsed to understand the
dynamics of the industry.
 44

RESULTS OF THE CUSTOMER SURVEY

The Age distribution in the sample.

Following points can be referred from the above pie chart

The above pie chart is showing that the customers of FZ are mainly coming
from the age group of 16-25 that is around 69%, as Yamaha claims that they
generally target their customers who are between the age group of 18 to 25,
because that people of this age group are passionate and are style freaks,

So we can say that Popularity of Yamaha is available in the age of 26-30 (around
20%) also because of its reputation in the world market.
 45

The Marital status distribution in the sample.

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.
 46

The Occupation distribution in the sample.

Once again we found that Yamaha’s major customers are the students of
colleges and schools which consists 43%, as they want something special, new, stylish,
masculine and attractive and Yamaha is providing that in the form of FZ.
 47

The Income groups distribution in the sample.

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.
 48

The Way of purchasing distribution in the sample.

Here again we can prove that the products of Yamaha are in the acceptable price range, as we
can see that purchasing way of the customers are leading in the CASH sector. Customers are
easily affording the price of FZS; they are not feeling much problem with the amount of
FZS.Today’s customers are ready to pay for better facilities and technology and they feel that
FZS deserves that price which YAMAHA is offering.
 49

The Financing distribution in the sample.

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.
 50

Compared brands with FZS.

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.
 51

The choice of Feature which is most important in a bike.

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.
 52

1st Information sources and their shares

As we can see here the major promotional tool which is influencing the customers is TVCF
which stands for Television Commercial, which is around 45%, after that the major source of
awareness among customers, is Family/Friends. Magazine and newspaper consists only 9% in
our research, but if we look them at a very good sample size then it is around 2% only.

So here we can say that Yamaha should produce better advertisements like FZ and they should
link their ads with the emotions of the customers so that the brand recognition by the customers
will be for long time. The customers can still recall the punch lines of Bajaj and Hero Honda
such as HAMARA BAJAJ or HERO HONDA DESH KI DHADKAN. YAMAHA should also
use such kind of heart loving lines.
 53

Customer Perception regarding Yamaha Image after FZ

This is a good result for Yamaha that once again they are creating place in the heart of the
customers, after the discontinue of RX100 Yamaha has lost very big amount of customers in the
last 10 years, but after the launching of FZS, Yamaha has improved their image among the
customers.

Our data is showing that 98% people are admitting that Yamaha has improved their image after
the FZS and R15 launch, feedback which we have got from the customers were like that Yamaha
has produced something new this time and very stylish and well designed product..

With Yamaha's continued thrust on technology, quality and manufacturing excellence and
introduction of Global Yamaha standards in its operations, the customers have
experienced the real Yamaha and have come closer to the brand. By this we are again proving
our second HYPOTHESIS that YAMAHA has regained its image after the launch of FZ
 54

Comments for FZS by Potential Customers.

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.
 55

PURCHASING REASONS

OBSERVATION

When we analyze the above Bar Diagram we can clearly find out that now a days
customer are not looking for mileage at all, they are going for style and design, so by
conducting this survey we have found that after the launch of Yamaha FZS people are
giving second thought to mileage which was first in the previous days.

YAMAHA IMPROVED
 56

OBSERVATION

Here again we can see clearly that 98% of total sample size are accepting that YAMAHA
has regained its image after the launch of FZ & FZS .There are only 2% people who are
still feeling that YAMAHA is not up to the mark.
 57

OBSERVATION: 1: 60% of the people in the 20001-40000 income group opt for style
and 54.5% in 10000-20000.

OBSERVATION: 2: Style/Design & riding comfort are the two most significant factors for
people.
 58

OBSERVATION: 1: The 10001-20000 & 20001-40000 income group mainly uses

advertisements as their primary information source. 50% in both groups are relying on
the Advertisement as a source of awareness for any new launch or any other information
regarding two wheelers.
 59

OBSERVATION: 1: Around 61% of people in the 21-25 years age group and 75% of 26-
30 years age group opt for style, design and riding comfort. So we can say there is no
combination with age and choice of feature of bike.

OBSERVATION: 2: Only 2% people are demanding for Mileage so by this somewhere

this result is also proving our null hypothesis of first hypothesis true that Yamaha has
changed the perception of customers now a days.
 60

RECOMMENDATIONS

SHOULD IMPROVE THE AFTER SALE SERVICES: During the survey we found
that Yamaha is not satisfying their customers in after sales services, employees at
dealership sometimes use harsh words and become rude to the customers, parts of
the bike are not easily available in the market. This is the major drawback in
capturing the market share so Yamaha should take some better steps to satisfy and
retain their customers.

WEAK FOLLOW UP FROM DEALERSHIPS : We observed during the course of our

studies that Yamaha was quite weak in following up with prospective customers.
There was no communication from Yamaha showrooms asking the customers if and
when they are willing to buy their bikes. Hero Honda, Bajaj and Honda showrooms were extremely
attentive in this regard and perform maximum follow up on
prospective customers.

MEASURES SHOULD BE TAKEN TO IMPROVE ITS DEALERSHIP : Yamaha

which is trying to build a brand new image of a high tech and stylish brand of sports
bikes should take appropriate steps to show it in their showrooms. Showrooms like
Oswal Yamaha, and Shiva Yamaha were very small in size and do not reflect the
quality and scale of Yamaha in the market. Shiva motors was very dirty ambience
and customer will feel that company is not working good that’s why they are not
taking any actions toward their showrooms and this will definitely hamper the sales,
so Yamaha should take care of these things.

POOR PROMOTIONAL CAMPAGIN : The Yamaha ads seen on electronic and print
media are absolutely out of touch with the Indian culture and thought process. If we
see that Bajaj and Hero Honda has produced a very good link with the Indian family
and customers can easily recall their Ads by well know punch lines like HAMARA
BAJAJ or HERO HONDA DESH KI DHADKAN-DHAK DHAK. Yamaha is also
focusing on this as we can see the AD of YAMAHA ALBA. An Indian consumer
irrespective of their income level has a soft corner for traditions and culture of India.
Hence, all companies including market leaders like Hero Honda and Bajaj capitalize
on this behavior of customers and design their ad campaigns keeping India in mind.

YOUTH ORIENTED PROMOTION: Yamaha claims that they target the customers of
age group 18-25 but their ad never represents this so they should make such kind of
AD where youth should taken in as centre of attraction. They should do this earliest
to capture the market because vast majority of people depending on ads and friends
as their chief sources of information about the products.

AGGRESSIVE SELLING : The Company should follow an aggressive selling

concept. A non-aggressive selling concept which is clearly visible in its advertising
campaign which does not hit on the customer rather aims to provide information in a
subtle manner. These days they have hit on the right target as we can prove through
our survey that people who purchased YAMAHA FZS, 54% people have seen the
TVCF of Yamaha before purchasing the bike. Emotional advertising which is the
norm in India and which is very successful is not followed.
 61

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.
 62

BIBLIOGRAPHY

1) Phillip Kotler; Principles of marketing, 7th Edition; Pearson Publication.

2) Saxena and Rajan; Marketing Management; Tata McGraw Hill; 3 rd Edition
3) Ramaswami, V.S. and Namakumari, S.; Marketing Management; Macmillan India;
2002.
4) Batra Satish & Kazmi SHH ; Consumer behaviour text & cases; 1999.
5) Gupta, S.P. and Gupta, M.P.; Business Statistics; 14th Edition; Sultan Chand
Publications.
6) Robert W and Boockholdt, James L.; Factors Leading To change in consumer
behavior: A Study of Managers Perspectives; Creativity Research Journal, 11(4), Page No.
245-307; 1998.
 63

REFERENCES

1. The Yamaha India website;

www.yamaha-motor-india.com

2. Overview of performance of the Indian Automobile Industry

http://www.siamindia.com/scripts/IndustryStatistics.aspx

3. Overview of economy of automobile industry website seen on 26th June

http://www.iloveindia.com/economy-of-india/automobile-industry.html

4. Overview On BAJAJ AUTO, website seen on 6th July

http://auto.indiamart.com/bajaj-auto/

5. Overview On HERO HONDA, website seen on 6th July

http://auto.indiamart.com/hero-honda/

6. Overview On HONDA, website seen on 6th July

http://auto.indiamart.com/two-wheelers/hmsil.html

7. Overview On TVS SUZUKI, website seen on 6th July

http://auto.indiamart.com/tvs-suzuki/

8. Overview of Recent Launches of different brands, website seen on 7 July

http://auto.indiamart.com/motorcycles/bajaj-pulsar-dts-fi220/
http://auto.indiamart.com/motorcycles/yamaha-fzs/
http://auto.indiamart.com/motorcycles/honda-cbf-stunner-fi/index.html
http://auto.indiamart.com/motorcycles/suzuki-hayabusa-1300/
http://auto.indiamart.com/motorcycles/suzuki-gs-150r/

10. Upcoming bikes in India, seen on 6th July

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

11. Overview of Total Turnover, seen on 6th July

http://www.siamindia.com/scripts/gross-turnover.aspx

12. Overview of Domestic market share, seen on 6th July

http://www.siamindia.com/scripts/market-share.aspx

13. Overview of Production Trend of automobile industry

http://www.siamindia.com/scripts/production-trend.aspx
 64

SAMPLE QUESTIONAIRE

1. What is your Age group?

a. 18-25
b. 25-30
c. 30-35
d. 35 and above
2. What is your occupation?
a. Student
b. Businessman
c. Govt Employee
d. Privately Employed.
e. Unemployed
3. What is your income?
a. 5k-10k pm
b. 10-20 kpm
c. 20-30 kpm
d. 30-40 kpm
e. 40 and above
4. Did you buy the bike , paid in full cash or bank loan?
5. What is your choice of feature in the bike?
a. Style/ design
b. Pick-up/ Acceleration
c. Riding Comfort
d. Durability
e. Mileage
f. Handling
g. New technology
h. Overall Performance
6. How did you know about the bike?
a. TV
b. Internet
c. Newspaper
d. Friends/ Family
e. Showroom Testride
f. Roadshow/ Auto Expo
g. Auto Magazines
7. Did FZ 16 help Yamaha improve its brand image in India?
8. How often do u ride, and how many kms?
9. Is this your first Bike?
10. Do you ride for- commuting, pleasure, racing?
 65

11. What mileage do you get?

12. What pleases you more-riding performance/ pleasure with less milage, more milage with less
pleasure or both?
13. Do you use premium petrol?
14. Did you customize the bike with power filter, LED lights, sticker etc?
15. Going back to the price of the bike, what do you think about the current price of the bike and if
you think that the price is too high or low,?
16. IF, Yamaha were to make some changes (Other than the normal yearly body color) to the future
models, what would you like to see put onto the "Stock" bikes?
Eg- Larger Fuel Tank, Automatic Turn Signal Canceller, Inverted Forks, , LED Turn Signals, , ABS.
Rear Disc Brakes, more power, more cubic capacity.
17. Do you own any other Motorcycles other than Yamaha?
18. Rate the Quality of the dealership where you purchased your bike Serviced on a scale of ZERO
(0) to 10, ZERO (0) being Unacceptable and 10 being Extremely Good. If, any item does not
apply, enter N/A in the text box and leave that item's Slider at ZERO (0).
a. Sales Department ,
b. Parts Department ,
c. Service Department ,
d. Availability of Accessories/Parts,
19.   Did Yamaha Fz live up to your expectations?
20. How do you find YAMAHA bikes compared to other bikes? (excellent good fair poor)
a.Looks / Styling
b. Riding Comfort
c. Handling
d. Acceleration/ Power
e. Value for money
f. Resale Value
21. What do you say about various costs related to YAMAHA bikes? rate(high Moderate Low)
a. Price of Yamaha Bikes-
b. Maintenance Cost-
c. Spare parts Cost
d. Servicing Cost
22. Are you satisfied with YAMAHA after sales service? Any suggestions?
66