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India Yamaha Motor Pvt. Ltd.
Submitted by:
PGP/14/260NITESH KUMAR GUPTA PGP/14/280 MAHTAAB KAJLA PGP/14/287 PRACHI CHAWLAPGP/14/290 RAHUL MITTAL PGP/14/274 HEERAL BHATIA PGP/14/313 VINNY ARYA
PGP/14/315 VISHAD DUBEY
Group IV
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AGENDA
Structural Elements
Technology
Strategy
Indian Institute of Management, Kozhikode
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Strategy
STRATEGY It is defined as the determination of the basic long term goals and
objectives of an enterprise, and the adoption of courses of action andthe allocation of resources necessary for carrying out these goals
Globally diversified business linesYamaha Motors, Music, Marine etc.
India primary business unitsYamaha Motors and Yamaha India
Corporate level strategy Business level strategy
Indian Institute of Management, Kozhikode
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Strategic Dimensions of Yamaha
:
INNOVATION STRATEGY Focused on customer service- YTA active in 22 nations which
educates dealers to provide best customer service
Performance excellence-RD 350 , Yamahas greatest offering tocountrys performance enthusiasts
Proactive design and Innovative technology - Improvement in fuelefficiency by developing FI technologies
Indian Institute of Management, Kozhikode
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Strategic Dimensions of Yamaha
MARKETING DIFFERENTIATION STRATEGY Exclusive and trusted brand renowned for marketing and
manufacturing of products
Experience in the Market -Yamaha made its initial foray into India in1985.
Effective Advertising Capability
Celebrities endorsing yamahaproducts
Good reputation among customers
Indian Institute of Management, Kozhikode
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Strategic Dimensions of Yamaha
BREADTH STRATEGY Operations across the world
Extensive range of productslike motorcycles, scooters, electricallypower assisted bicycles, boats, sail boats, personal watercrafts, pools,utility boats, fishing boats, outboard motors, diesel engines, 4-wheel
ATVs, side-by-side vehicles, racing karts, golf cars etc.
Indian Institute of Management, Kozhikode
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Strategic Dimensions of Yamaha
COST CONTROL STRATEGY Focused on decreasing expenses
Targeting a reduction of more than 10% of total expenses
Urgent cost reduction Project to cut manufacturing costs
Integrating design, manufacturing and procurement functions
Indian Institute of Management, Kozhikode
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Yamaha as Prospectors
Exploit new markets and market opportunities- entering into racingsegment
Innovative technology
High-quality and high-performance- Fazer series
FZ-16 ,FZ-S
Light weight and compactnessNew technologies Small engine technology and
FRP processing technology
Continuously innovating business processes for creating value andknowledge across customers
Indian Institute of Management, Kozhikode
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Porters Competitive Strategy
DifferentiationStrategy
Gearless scootersegment
Environment friendlyengines
Improvement in fuelefficiency
Cost leadershipStrategy
Series of affordablypriced models
Increase the ratio ofunit sales of affordablypriced modals to totalannual motorcyclessales
Focus strategy
Venturing into ruralmarket
Racing segment
Indian Institute of Management, Kozhikode
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AGENDA
Structural Elements
Technology
Strategy
Indian Institute of Management, Kozhikode
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Technology
:
Information, Equipment, Techniques and Processes required totransform inputs to outputs
Industry & Size of Company impacts the choice of technology
Technology has a bearing on:
Complexity
Formalization Centralization
Technology Structure Paradigms
Perrows Paradigm
Woodwards Research
Thompsons Contribution
Indian Institute of Management, Kozhikode
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Technology
:
PERROWS CLASSIFICATION Low Task Variability:High Division of Labor, High Differentiation,
Highly Repetitive duties
High Problem Analyzability:More Unskilled Workers, SOPs in place
Routine Technology:Assembly Line Yamaha
Well Structured organization- Rigidity
High formalization Standardized coordination and control
Centralized decision making
Wide span of control
Indian Institute of Management, Kozhikode
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Technology
:
WOODWARDS FRAMEWORK Established a link between technology, structure and effectiveness
Mass Production: used for large batches of bikes
Moderate/High Differentiation due to technical complexity
High Division of labor Cost optimization
Large Proportion of Unskilled Workers Repetitive job
High Formalization Standard procedures to react to any situation inthe assembly line
Centralized decision making Moderate with some authority delegatedto supervisors
Indian Institute of Management, Kozhikode
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Technology
:
WOODWARDS RESEARCH No of vertical levels=5
Span of Control =28 to 30 workers
High level of planning
High Complexity
Indian Institute of Management, Kozhikode
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Technology
:
THOMPSONS CLASSIFICATION Long linked Technology
Sequentially interdependent tasks
Repetitive steps
High Coordination required
Backward and forward integration
Indian Institute of Management, Kozhikode
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Technology
:
YAMAHAS ASSEMBLY LINE Semi-automatic assembly line
1200 bikes produced daily
On an average, 4 types of bikes produced
Finished raw materials procured
Consists of 16-17 stages
SalesPurchase Storage Assembly Line
Organized into 4 teams
a. 1st team works on conveyor line
b. 2nd , 3rd and 4th team carry raw materials from storagedepartment
Indian Institute of Management, Kozhikode
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AGENDA
Structural Elements
Technology
Strategy
Indian Institute of Management, Kozhikode
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Structural Elements
Plants in India.
Plants: Surajpur (Noida), Faridabad
Total No. Of Employees : 3000 approx
Indian Institute of Management, Kozhikode
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Divisions and departments
SERVICES
ACCOUNTS
R & D
Corporate Finance, Time Shop, Public Dealings, EmployeeCompensation
Sales and Marketing, Warranty, Health and Insurance
Indian Institute of Management, Kozhikode
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Divisions and departments
:
HR
PRODUCTPLANNING
MATERIAL CONTROL
MANUFACTURING
ENGINEERING
Recruitment, Training, Grievance Redressal, Appraisal etc
Stores, Purchases, Production (Engines and Small Parts), AssemblyLine, Quality Check
Indian Institute of Management, Kozhikode
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Hierarchy
:
MANAGING DIRECTOR
GROUP HEAD
DIVISION HEAD
DEPARTMENT HEAD
SENIOR MANAGER
MANAGER
ASSISTANT MANAGER
SUPERVISOR
Indian Institute of Management, Kozhikode
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:
Span of Control- Varies as per department
Undefined Job Description at higher levels
Clear Rule Book to be abided by all employees
Indian Institute of Management, Kozhikode
Hierarchy
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Indian Institute of Management, Kozhikode
Formalisation
Complexity
Centralisation
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Complexity
Moderate
Lower interaction levels acrosshierarchies
Vertical Differentiation
High
Differentiation at same levels acrossdepartments
HorizontalDifferentiation
Very High
Accounted to varying educationallevels and compensations
Spatial Differentiation
Indian Institute of Management, Kozhikode
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:
FORMALISATION Managerial Level-Low degree of formalisation
Operational Level-High level of formalisation on the assembly line
CENTRALISATION
Highly decentralised.
Indian Institute of Management, Kozhikode
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Indian Institute of Management, Kozhikode
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Q & A
Indian Institute of Management, Kozhikode
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THANK YOU
Indian Institute of Management Kozhikode