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|3rd July 2007, 12:22||#46|
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im sure the ex-factory price wil be around 20% less but in no way USD 5500!
I think the custom duty will be made on the ex-factory price which for a r1 will be around USD8500-9000
|3rd July 2007, 12:36||#47|
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The bike is most certainly not made in the US. It is manufactured by Yamaha Motor Europe.
|3rd July 2007, 13:02||#52|
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We are yet to see a single US-based owner in the MT-01 forums, though that could also be because they're shy.
|3rd July 2007, 13:15||#53|
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|4th July 2007, 14:41||#54|
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You can make that out from the new Yamaha advertisements, they are showing the american ads with both R1 and MT-01, Also soon to follow is the Suzuki GSX 600R (ARAI was testing these a year back at their Pune facility) and the Honda CBR-600RR (1000s not in sight yet). Cant confirm though!
|4th July 2007, 17:24||#55|
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Anything over 6 Lacs and they will have to pull out the way BMW did. they might source it from Bangkok of some Asian country for lesser. Looking at the US MRP might not be right way to calculate it.
If they made the R1 here and exported it around the world they would save on manufacturing costs AND they could sell it locally for about 3.5L tops.
|4th July 2007, 20:21||#56|
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|4th July 2007, 20:30||#57|
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The same from the link - For reference in future .
Yamaha Motor India (YMI) has decided to launch the 1000cc YZF-R1 and the 1670cc MT-01 in the country in this calendar. The company will import these ‘super bikes’ making it among first bike makers in the country to take advantage of the government’s recent announcement to allow the import of motorbikes over 800cc.
The R1 has already been homologated and approved by the Automotive Research Association of India (ARAI), and sales expected to commence once the company receives the first lot of imports from YMI’s parent. Although no time has been specified for the imports, YMI’s CEO & Managing Director, Tomotaka Ishikawa said efforts are being made to introduce the bike at the earliest.
‘The marketing team at Yamaha Motor India had an aggressive target for the R1, but I cut that into half. These bikes are not meant for business but to create an image,’ Ishikawa said. He stopped short of committing any numbers, but said ‘it could be a few dozens.’
The other big bike, MT-01, is currently under homologation at ARAI. The only issue as of now is the availability of the bike for sale in India. Production of the MT-01 has been wrapped up in Japan, and the company is now looking to source it from Yamaha’s operations in the US and Europe.
The government’s decision to allow the import of motorcycles above 800cc is the result of an agreement between India and the US whereby the US eased norms for the import of Indian mangoes and India-harmonised emission norms on bikes above 800cc with Euro 3 standard, paving way for the import of high-end motorcycles like the Harley-Davidson.
‘Everyone is going to come with their own high-end products into India and it will create a new way of looking at bikes. The younger generation may like it and that is very good for us, ‘said Ishikawa.
Strategy for revival
Meanwhile, for Yamaha, which made its foray into India 22 years ago in 1985, along with Escorts, the Indian experience has been somewhat mixed. In its 15-year partnership with the Indian tractor maker, Yamaha had made good inroads into motobike buyer’s psyche by offering them sporty, performance driven products. The RX100 was, and continues to be an iconic brand among bikers. However, the company had to discontinue the product after the government banned production and sales of two-stroke motorcycles.
Ishikawa explained, ‘Up until the RX100 days, when the government allowed two stroke bikes, we enjoyed our business and our marketshare wasn’t so bad. At that time, our business was based on a niche but I think that understanding was not there with Yamaha.’
As the company moved into four-strokes, it moved beyond the niche segment, a perception which seems to have stayed in the customer’s perception. Like most other motorcycle manufacturers then, Yamaha went the majority way — targeting the commuter segment and offering them products that had low initial cost and good fuel consumption.
‘We went Hero Honda’s way and so did others. However, the image for Yamaha was different from that of the majority. I believe there was a gap between what Indians wanted from us and, in turn, what we gave them,’ Ishikawa said. The company got caught in the volumes game and developed products that lacked Yamaha’s genes, Ishikawa explains.
Its performance in the market place dwindled, with market share falling to 3.6 percent in 2005-06 from 8.4 percent in 2000-01, when it parted ways with Escorts to go alone in the Indian market. In its 15-year partnership with Escorts, Yamaha had sold approximately 2.5 million motorcycles.
From there on, it took the company a while to realise where it had gone wrong. India was fast emerging as a major market for two-wheelers, and strategically was a very important market for Yamaha Motor Corporation. It was important for the company to go back to where they were. To do this, the parent brought in Ishikawa, who had turned around a sluggish Thailand operation into a profitable one in just three years.
Ishikawa took the helm at YMI in January 2006 and soon realised it was important to give what the market expects from Yamaha. ‘We lived with a niche in the past and would do the same now. The Indian market offers great opportunities and I am excited about the younger generation’s taste for motorcycles, which may not be similar to that of the older generation. They want much more than what is being offered today by the industry,’ Ishikawa said.
Ishikawa then took a look at YMI’s model line-up and decided it needed to be changed completely. Discussions were initiated with the parent company which were favourably reciprocated. ‘Fortunately, they have been very supportive of my strategy. Things are happening quicker than it has been,’ he said.
The plan now, explains Ishikawa is to find a niche that may suit the direction he had temporarily set for the Indian operations. Market studies and surveys were initiated. ‘It is then that we started conceptualising a new product and creating a strategy for the future. By September, we had decided on two new products. Since then, it has been kind of a joint work by us in India and our designers in Japan,’ he said.
Ishikawa does not dismiss the option of getting the RX100 brand back in India. He said this could be part of the larger brand building strategy for YMI. ‘We are looking for that kind of a motorcycle and that could be part of our larger strategy,’ he said
At around the same time, the company started having issues with the labour union. Ishikawa started visiting the plant twice every day, but the situation did not change much. Despite the signing of a new Labour Agreement in October 2006, there was no visible change in workers’ attitudes at the plant.
In February, Ishikawa circulated a notice among all workers urging them to make optimum utilisation of available resources for the sake of business survival. In the notice, Ishikawa said the top management might have to close down the factory operations in Greater Noida and move out to some other place and build a new plant, if the new terms and conditions laid out in the agreement were accepted. ‘This would have cost me a lot, but I had no other choice,’ he said.
Direct negotiations with the union and dealers worked, and helped them understand where the company was heading and what needed to be done to make things happen. The new agreement ensured eight hours of work, and Ishikawa has now said the plant won’t be shifted.
Legacy of the past
Ishikawa realises that most of the problems in the past came from poor management. Today. there is a realisation within the organisation that the culture of the past needs to be changed. Processes and systems were outdated and Ishikawa has formulated a vision that looked at altering the business strategy, way of operations and quality levels. Externally, new marketing strategies, including that for dealerships, is being worked on.
‘Some of our existing dealers may come with us and some may not. Some may not be able to comply with our request. We may have to start recruiting new ones. They have to accept and agree and hopefully will be excited about our direction and be willing to invest money and energy. In the last meeting, I made it very clear that I would be going for niche. Our strategy is not Hero’s and there would be no room for negotiation on that,’ said Ishikawa.
As of now, YMI sales have been rather poor. The latest count suggests the company is doing only 60 percent of what it was doing last year. ‘We only have six months to test and try new things because we are going to have a new model by the beginning of 2008,’ said Ishikawa. Going forward, the company intends to invest money in the existing plant. The YMI management has asked for Rs 800 crore from its parent. The company might not get the entire amount, Ishikawa said, who expects around Rs 600 crore to come by June this year.
By this time, YMI plans to introduce a new vision, mission statement, core values and a new Human Resource Management system, which will recognise performance rather than the years put in by an employee. ‘This new system gives out information about competition and compares in a fair and scientific way. This would be an exclusive Yamaha concept,’ said the CEO & MD.
Changes are also expected in the company’s vendor strategy. A meeting was organised in January this year, where vendors were given a clear message — their performance would be measurable in a quantitative way. Secondly, in the absence of a measurement for cost, both the company and vendors would have to work on dual sourcing, said Ishikawa. He has encouraged vendors to spend money on quality, delivery or cost.
Most of Yamaha India’s suppliers are from the Escort days. Ishikawa is now trying to encourage them to move out of their comfort zones and be ready for competition. He admits to shortcomings in the operations and is now working closely with vendors to find out their reasons. This process may take a few more years to bear results.
The road ahead for Yamaha India over the next five years could be difficult to gauge at this stage, but Ishikawa wants to increase YMI’s sales to one million in the niche segments. In order to tap targeted customers, the company may also pursue many activity-oriented promotions. On the whole, several efforts will go towards establishing the Yamaha brand image over the next couple of years.
Last edited by black12rr : 4th July 2007 at 20:33.
|6th July 2007, 11:02||#59|
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saw an ad yesterday evening on TV, the bikes shown were the MT01 and the R1, nothing else... no indian bikes, no indian models, nothing, just these two bikes being ridden hard and "Yamaha" at the end.
and the best part is that it was not during a program that was related to automobiles at all. so looks like yamaha is really seroius about this....
|6th July 2007, 12:20||#60|
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