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INTRODUCTION

INTRODUCTION

Yamaha Motor Co., Ltd is a Japanese multinational manufacturer of motorcycles, marine

products such as boats and outboard motors, and other motorized products. The company was
established in 1955 upon separation from Yamaha Corporation (however, Yamaha Corporation is
still the largest private company shareholder with 9.92%, as of 2019) and is headquartered
in Iwata, Shizuoka, Japan. The company conducts development, production and marketing
operations through 109 consolidated subsidiaries as of 2012. Led by Genichi Kawakami, the
company's founder and first president, Yamaha Motor spun off from musical instrument
manufacturer Yamaha Corporation in 1955 and began production of its first product, the YA-1
125cc motorcycle. It was quickly successful and won the 3rd Mount Fuji Ascent Race in its class
The company's products include motorcycles, scooters, motorized bicycles, boats, sail
boats, personal water craft, swimming pools, utility boats, fishing boats, outboard motors, 4-
wheel ATVs, recreational off-road vehicles, go-kart engines, golf carts, multi-purpose
engines, electrical generators, water pumps, snowmobiles, small snow throwers, automobile
engines, surface mounters, intelligent machinery, industrial-use unmanned helicopters, electrical
power units for wheelchairs and helmets. The company is also involved in the import and sales of
various types of products, development of tourist businesses and management of leisure,
recreational facilities and related services. Yamaha's motorcycle sales are the second largest in the
world and Yamaha is the world leader in water vehicle sales.

Yamaha Motor made its initial foray into India in 1985 as a joint-venture. In August 2001, it
became 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 India Yamaha Motor Private
Limited (IYM).

IYM's manufacturing facilities comprise of 2 State-of-the-art Plants at Surajpur (Uttar Pradesh)

and Kanchipuram (Tamil Nadu). The infrastructure at these plants supports production of two-
wheelers and parts for the domestic as well as overseas markets.

IYM is highly customer-driven and has a country-wide network of over 2,200 customer touch-
points including 500+ dealers.
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Presently, its product portfolio includes Sports models such as Blue-Core Technology enabled
models such as Sports model YZF-R15 version 4.0 (155 cc), FZS 250 CC, FZ 250 CC, MT-15 V
2.0 (Fuel-Injected 155cc), FZ-S FI (Fuel-Injected, 149 cc), FZ FI (Fuel-Injected, 149 cc), Fuel-
injected 125cc Scooter Hybrid Range of Ray-ZR Street Rally 125 Fi (125 cc), Ray-ZR 125 Fi (125
cc), Fascino 125 Fi (125 cc) and Aerox (155 cc)

Yamaha Motor India Pvt. Ltd. (YMI) is a 100% subsidiary of YMC and functions as the regional
headquarters and corporate control body of India business operations for YMC. YMI is responsible
for Corporate Planning & Strategy, Business Planning & Business Expansion and Quality &
Compliance Assurance of Yamaha India Business.

YAMAHA Mr. Yoshihiro Hidaka

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 2. YAMAHA BRAND HISTORY

At Yamaha, both the functionality and handling of the machine is of utmost importance.
Since our founding, technical finesse and design sense have been constant priorities during
manufacturing. Our unwavering manufacturing philosophy has driven us to continually produce
uniquely Yamaha products.

In 1955, Yamaha developed its first motorized product, the YAMAHA125 YA-1.

This was the product of the foresight of Genichi Kawakami, the founder of Yamaha Motor
Company. He believed by bringing manufacturing expertise gained from making musical
instruments into the realm of mobility, that Yamaha would be able to break through the global
market. This was where Yamaha's history first began.

High quality and high-performance products.

Undeterred by having only one month of preparation time, it emerged as the champion among the
125cc class in its debut race. Among the top 10 finishers, 7 were the YA-1. Since then, the
racetrack became an unreplaceable place for Yamaha Motor Company. The racetrack was seething
with passion for bikes and a place to demonstrate Yamaha's engineering skills in producing high
quality and high-performance products.

However, Yamaha could not solely rely on excellent race records and high technical skills to
develop products. To further integrate “human” and “machine”, invoking joy and exciting the
“human” became a focus. At the core of development, Yamaha Motor Company holds this
ideology and calls its Jin-Ki Kanno. Technology born from this ideology seeks to quantify and
incorporate the exhilaration and ease of riding a bike. With this, Yamaha uniqueness is integrated
into not only bikes which demand high levels of rider sensation, but also a range of products from
scooters to super sports.

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1887 Torakusu Yamaha builds his first reed organ

1897 Nippon Gakki Co., Ltd. (current Yamaha Corporation) is established with
capital of 100,000 yen

1900 Begins production of upright pianos

1949 Lists its shares on Tokyo Stock Exchange

1954 Establishes Yamaha Music School and holds pilot classes

Produces its first HiFi player (audio product)

1955 Establishes Yamaha Motor Co., Ltd. (Splits off the motorcycle division)

1958 Establishes first overseas subsidiary in Mexico

1959 Begins production of sports equipment

Begins production of electronic organ

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1960 Establishes Yamaha International Corporation (current Yamaha
Corporation of America)

1962 Begins recreation business

1964 Begins production of lifestyle-related products

1965 Begins production of wind instruments

1966 Yamaha Music Foundation is established

Expands into Europe with the founding of Yamaha Europa GmbH, in
West Germany

1968 Issues shares at market price for the first time in Japan

1971 Begins production of semiconductors

1987 Changes company name to Yamaha Corporation to mark the 100th years
in business

2002 Establishes Yamaha Music & Electronics (China) Co., Ltd.

Establishes Yamaha Music Holding Europe GmbH (current Yamaha
Music Europe GmbH)

2005 Acquires Steinberg Media Technologies GmbH

2007 Establishes music entertainment business holding company

2008 Acquires L. Bösendorfer Klavierfabrik GmbH

Acquires NEXO S.A.

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2010 Renews Yamaha Ginza Building, a complex including shopping area,
concert hall, music studio etc.
Transfers shares of the lifestyle-related products subsidiary
Completes integration of Japanese piano factories to Kakegawa

2012 Completes integration of Japanese wind instrument factories to Toyooka

125th years in business (October 12th)

2013 Establishes Yamaha Music Japan Co., Ltd.

2014 Establishes domestic musical instrument and audio equipment

production subsidiaries after the split-off and merger
Acquires Line 6, Inc. and Revolabs, Inc.

2015 Transfer of semiconductor manufacturing subsidiary

2018 Acquires Ampeg brand

Constructs “Innovation Center” research and development base

Present CEO

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 A showroom to experience The Call of the Blue.

Blue Square Concept

"Blue Square" is coined to fit into the legacy of Yamaha's role in global motorsports. "Blue"
characterizes the brand's racing DNA and "Square" defines a one-stop buying junction. This
uniqueness further revs up Yamaha's BLUE colour by transforming customer experience at our
showrooms through vivid aesthetics and inspiring propriety created out of Yamaha two-wheeler
line up and engaging offerings.

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Showroom Images

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P G Enterprises in Social Media

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 3. OBJECTIVES

1. The objective of the study is “Company image Yamaha and Survey research to measure
customer satisfaction towards Yamaha vehicles”.
2. To determine the effects of the company image on the sales.
3. To understand customer attitude towards Yamaha motorcycles.
4. To measure customer satisfaction of Yamaha motorcycle owners.
5. To know the tastes and preferences of people of when it comes to bikes.
6. To find the reasons for buying motorcycle.

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 4. COMPANY PROFILE

P. G Enterprises Yamaha Dealer

Door No-108, Kamarajanar Road, Attur, Salem, Tamilnadu-636102

04282- 250560

Email id: pgestr@gmail.com

P. G Enterprises is one best dealers of Yamaha sales

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5. YAMAHA MODELS MOSTLY SALES IN SRI KARPAGA
VINAYAGA MOTORS

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ELECTRIC SCOOTER

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 6. DEPARTMENTS

Department

1. Service department

2. Sales department

3. Finance department

Service department

Many Two-Wheeler owners won’t be aware of the particulars of bike servicing and

maintenance and may wonder if the mechanic was right in suggesting to replace some parts at

particular usage. For new bikes, owner manuals are provided in which all details of the bike,

maintenance schedules etc. are given. However, most of the time people would read it interestingly

for half an hour or so and leave it – they may then check the manual while going for the free service

offered by the authorized service center till a particular usage. Later on, many bike owners start

getting service done from local garages due to proximity and faster delivery. They will have to

rely on the mechanic’s expertise in suggesting and replacing the parts. That leaves owners

wondering whether the mechanic has cheated them or not. In view of this, today I am writing down

some brief tips on the maintenance of bikes and also probable time/KM of usage after which

particular parts need to be replaced. To prevent the article from becoming very abstract, I am taking

the example of the 106cc bike which I own, but the same can be applied similarly for other bikes.

Faculties in Service Department

1. PANDIYAN

2. RAJU

3. MOORTHY
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 4. RAJESH

Work take place in service department are

1. Engine oil change

2. Water wash

3. Replacement of damaged parts

4. Break maintained

5. Wheel alignments

6. change the seat covers

SALES DEPARTMENT

A sales department is responsible for selling products or services for a company. The

department comprises a sales team that works together to make sales, increase profitability and

build and maintain relationships with customers to encourage repeat purchases and brand loyalty.

If you're a job seeker interested in sales, you may want to know more about the functions of a sales

department .

Having a strong sales team is crucial to the success of a company because the sales department is

responsible for making sales, growing your business and retaining existing customers. Ultimately,

the most important function of your sales department is maintaining relationships with your

customers. This personal touch is the key to happy, long-term client relationships, not to mention

increased profitability. A sales department is the direct link between a company’s product or

service and its customers. However, a well-trained sales department does more than making sales.

Your sales staff builds relationships with your customers. Further, a quality salesperson helps

identify a customer’s unique needs and makes sure that those needs are met. Since salespeople

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 have direct contact with your customers on an ongoing basis, they become privy to personal

information that helps make sales interactions smoother and friendlier. A highly trained sales

professional tailors sales pitches to the individual customer and learns the ins and outs of their

needs.

For example, say you own an office supply business. A customer calls your sales team and says

that they need printer paper. The salesperson will ask what type of printer the business is using,

how long it takes the office to go through a sheaf of paper and whether they need a higher-quality

paper for any reason. A design firm printing work samples might need a higher quality paper than

a nonprofit that is only looking to print handouts for meetings. Your salesperson ensures that the

customer is getting what they need, in the right volume and at the right price.

Further, a sales department promotes the growth of your business as well as customer retention. A

quality salesperson builds an ongoing, long-term relationship with your customers. The importance

of personal relationships in business can’t be understated. A personal connection makes customers

feel valued and encourages them to remain loyal to your company. Plus, a happy customer will

recommend your brand to others.

A sales department has several objectives, aside from just making sales. Since your sales

department is often the link between your customers and the product or service your company

offers, there are other necessary functions a sales department must meet:

 Converting sales: Of course, a sales department’s main objective is to make sales. However, they

must also do so efficiently and as inexpensively as possible. It is not enough to collect credit card

information and process an order. A sales department is always concerned with improving its

conversion rate. A conversion rate is the percentage of customers who complete a sale. So if your

sales team speaks to 100 potential customers per day and 20 of those conversations result in a sale,

then your team has a 20 percent conversion rate. A well-oiled sales department is always looking

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 for ways to improve its conversion rate. A better conversion means the business spends less money

converting each customer, resulting in higher profits.

 Customer retention: Your sales team is responsible for retaining customers, a monumentally

important task. It costs a business five- to-25 times more money to attract new customers than it

does to keep existing customers. Research further shows that upping your customer retention rate

by only 5 percent can result in increased profits of 25-to-95 percent for your business. It makes

sense always to keep your customers happy. This is where your sales team comes in. As the direct

point-of-contact for your business, your sales department is building valuable relationships with

customers. A sales team that follows up with customers and makes sure they are happy with the

product or service you are providing is crucial. Most customers who take their business elsewhere

do so quietly, without informing anyone. So one objective of a sales staff is to make sure customers

remain happy and continue to do business with your company.

 Business growth: The sales department is one of the most critical sectors of business for growth.

Through relationship-building and keeping customers happy, word-of-mouth recommendations

increase. Plus, satisfied customers are usually willing to leave positive reviews for your company

online. Reviews are critically important in doing business these days. Prospective clients want to

see that you have made other customers happy, and are all too willing to go to your competitors if

there is no evidence that you're doing so. This is why your sales team can help you grow your

business. Through outstanding customer service, your customers become loyal and sing your

praises to others, bringing in new business. What’s more, a quality sales staff will always be

searching for new client leads, further growing your business.

SALES DEPARTMENT RESPONSIBILITIES

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The responsibilities of a sales department vary depending on the business, and how large the team

is. However, the first responsibility of a sales department is usually searching for and identifying

prospective clients. The next responsibility of the sales department is reaching out to those

potential clients and making contact, which is when the relationship-building begins in earnest. A

sales representative will identify the needs of the client, and find out any relevant information for

making a sale.

Next, the sales department is responsible for delivering presentations and proposals that will

convert the customer. For example, say a prospective customer tells your sales representative that

he is looking for a new office supplier, but what he needs that others don’t have is a selection of

specialty inks. Your sales department now puts together a presentation for the customer that

illustrates your wide ink selection. Usually, a team member will also put together a proposal for

the business. This individualized courting of clients can help convert leads into long-term

customers, so it’s important to get this part right.

If the prospective client is happy with the customer service of the sales staff and the bottom line

of the proposal, it’s time to close the deal. Successfully closing sales is another responsibility of

the sales staff: processing transactions and ensuring payments run smoothly. Finally, the sales

department is responsible for managing customer relationships and keeping customers happy long-

term. As previously noted, customer retention is crucial to business profitability, which often falls

on the sales team as they continue to follow up with and meet the needs of customers. The sales

department must maintain customer relationships and manage the satisfaction of all clients.

THE DIFFERENT ROLES OF A SALES DEPARTMENT

The responsibilities of a sales department are varied. Thus, a sales department is often split up into

multiple roles, each with their unique functions:

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 Sales Development Representative: Also called business development representatives, a sales

development representative is responsible for step one of the sales process: researching, identifying

and contacting leads. This person is often a cold caller or the team member who makes the first

contact with a prospective client. Once the customer lead has been identified as a “qualifying lead”

(one likely to result in a sale), a sales development representative passes that lead to a higher-level

sales representative.

 Account Executive: The account executive is responsible for bringing in new business and making

sales, filling the traditional salesperson role. This person must be a closer since the success of the

deal ultimately falls on their shoulders. Account executives create presentations, run

demonstrations, write proposals, identify any obstacles to the purchase process, negotiate terms

with clients and finally, make the sale.

 Sales Specialist: A sales specialist has in-depth knowledge of the product and the industry. This

is the person you want handling complicated issues or difficult customer questions. A sales

specialist is also adept at doing product demonstrations and client proposals. In a sales department,

this specialist takes on any complex sales or advanced challenges that come up for the rest of the

team.

 Customer Success Representative: A customer success representative is responsible for

following up and renewing sales with customers who have already made purchases. This role is

crucial for customer retention and ensuring your business isn’t leaving money on the table. A

customer success representative keeps your best customers happy and finds new ways to further

the relationship, thus increasing your profits.

 Sales Manager: The sales manager is the leader of the team, and responsible for making sure the

team is meeting their responsibilities and hitting their goals. This person is charged with steering

the ship as well as measuring and improving outcomes.

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Faculties in Sales Department

1. SANDHIYA

2. SELVI

3. ANANDHI

FINANCE DEPARTMENT

A two wheeler loan enables you to buy a bike of your choice on low-interest rates with

monthly EMIs without hurting your budget. EMIs or Equated Monthly Installments are designed

to repay the two wheeler loan at affordable prices. The tenure for EMIs ranges from 1 to 3 years -

we also offer the option of pre-closure of the loan by paying the entire amount with some pre-

termination charges.

Two Wheeler Loan Eligibility

 Minimum age of the loan applicant should be at least 18 years and the maximum age

limit should be 65 years at the time of loan maturity.

 Applicants should be residing in the same house for at least one year to show residential

stability.

 Applicants should be in a stable job for atleast one year or self-employed with IT returns

of two years.

 Applicant should have a good CIBIL Score with credit bureaus

 Applicants should have a permanent telephone number and possess KYC and other

related documents.

 HDFC Two Wheeler Loan Interest Rates

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 Interest Rates 10-11%

Maximum Repayment Tenure 6 month

Processing Fees Depend upon age

Insurance 1 year insurance for all

vehicles in national insurance

company, HDFC

A two-wheeler loan is the best option to own your dream bike without redeeming your savings. It

is the best way to manage your finances when you do not have other means. You can get up to

100% of your bike’s on-road price as a loan without pledging anything as collateral. With

affordable interest rates and longer loan tenure, you can plan your repayments based on your needs.

Furthermore, there is a minimum eligibility requirement to get a two-wheeler loan. You will have

to convince your lender that you have a stable income and a good credit score to secure a loan. A

higher credit score can also get you a lower interest rate.

Bajaj Auto Finance two-wheeler loan

Here are some of the top benefits of choosing a Bajaj Auto Finance two-wheeler loan:

 You can get up to 100% of the bike’s value as a loan, making it easier to own a bike if

you can not afford to make the initial down payment.

 The two-wheeler loan interest rates start from as low as 11.20%*. You can choose an

interest rate based on your needs. However, you must have a higher repayment capacity.
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  You can choose to repay your loan amount with interest within 12 to 36 months*.

 There is minimal documentation required. You will have to submit your KYC documents

and income proof documents.

 The process of applying for a two-wheeler loan is easy and convenient. You can apply for

a loan from the comfort of your home, with just a few clicks on your computer.

Documents Required for Two Wheeler Loan

Here is a list of documents required for a two wheeler loan:

Accepted KYC Documents for an Individual Customers:

1. Passport

2. Driving License

3. Voter’s Identity Card

4. Aadhaar Card

5. Job Card issued by NREGA

6. Letter issued by the National Population Register

Deemed to be Officially Valid Documents (DOVD):

1. Utility Bill*: Electricity, Telephone, Post-paid Mobile Phone, Piped Gas, Water bill

2. Property or Municipal tax receipt

3. Pension or Family Pension Payment

4. Letter of Allotment of Accommodation from employer issued by State Government or

Central Government Departments, statutory or regulatory bodies, public sector

undertakings, scheduled commercial banks, financial institutions and listed companies

and leave and license agreements with such employers allotting official accommodation
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*Utility bill, in the name of the customer, not more than 60 days old.

Additional Documents required for Salaried & Self-Employed

Salaried Persons:

 Employment or offer letter

 Salary slips of last 2 months

 Bank statement of last 6 months/Form 16

Self-Employed:

 ITR(Income Tax Returns) of Last 3 years.

 Last six months bank statements

 Sales tax returns

 TDS Certificate

 Company details

The two wheeler loan EMI calculator is another unique feature we offer. Use the calculator

to compare the interest rates and EMIs of different banks before making a final decision on

the purchase of the two-wheeler of your choice.

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 6.Organizational Chart

YAMAHA P G Enterprises Organization Structure

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 7. Findings

 Good service and customer approach is provided by the company

 There are no parking facilities

 The waiting hall is available

 There is no refreshment for the customer.

 Company has to provide the lunch for the labours

 Need week off in rotational wise

 Need PF for labours

 The showroom opening time is too earlier

 There is no extra allowance for labours

 Sales employee has a target to sales bikes

 Need to more equipment’s

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 8. SUGGESTION

They have create the canteen fasciitis

In need by the employees should be provided to them

They should create more awareness of the company product through good advertisement

Adequate the parking facilities is needed

To be improve employee salary

To be create the identity card for labour

For particular sites, most of the leading brands offer dealership franchise options.
A new selling point may often be suggested to the business by major dealers or resellers.

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 9. CONCLUSION

We understand that the Japanese management system was designed and developed in an

era where "catching up," "protecting domestic markets," and "high productivity" were the

keywords in economic policymaking. Yet circumstances have changed, and Japan is now

struggling to remain a leader in a global economy based on ever-freer flows of capital, labor, and

information, intense competition between nations, and rapidly changing business practices. Many

of the time-honored mindsets and methods that have served Japanese managers so well, for so

long, may now be obsolete. Today in Japan, there is a profusion of flexible contracts, performance-

based evaluation schemes, corporate law reforms, and fading keiretsu networks, as well as

weakening unions and corporate HR departments, shareholders with strengthened power, and a

resurgent individualism, especially among the younger generations. All these represent new trends

compared to practices in the early 1990s. The key questions are where these trends are leading

Japanese firms and how traditional management practices will adapt in a time of sweeping

change.The Japanese economy has encountered several crises during the 1990s and the 2000s.

Japanese companies still face with the problems caused by the burst of the bubble economy and

the fierce competition from other developed countries or emergent economies. But it is believed

that they overcome these problems successfully because the manufacturing sector still remains

competitive. As a core of Japanese production system, quality management is now almost half-of-

century old and seems built to endure. This study suggests the stability of quality management

practices, which have been still utilized to maintain the competitive advantage of Japanese

manufacturing companies through a complex system of corporate governance. These techniques

can be used wherever they fit local needs and the local environment. If a company in another

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country wishes to apply the techniques, but the environment is not suitable, the management can

follow one of two courses: the first is to change the work environment; the second is not to adopt

the system. The company culture may be changeable in the short run or in the long run. Even an

institutional or social environment can be changed in a longer period of time-as shown in Japan

during the past hundred years. Many concepts and systems, however, can be applied immediately,

without change. The point is that companies in the U.K. and Europe should carefully examine and

selectively adopt Japanese management systems-and also adapt them for their own environments

and needs-as the Japanese have done with systems and techniques from other countries. Yamaha

has shown that through a precise system of corporate governance, he managed to remain itself

through financial crises and continues to be a leader in quality and sales in your business.

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