http://www.yamaha-motor.co.jp
Vision/Mission
For over 60 years now, the iconic Japanese brand Yamaha Motor Company Ltd has strived to create technologically advanced products used across a variety of industries.
At the core of Yamaha Motor Group’s corporate philosophy lies the notion of “Kando”, which in Japanese refers to the state of mind that is achieved when reaching a new state of excitement and surprise that exceeds original expectations. Yamaha Motor aims to be a Kando-creating company, and in this aim strives to leverage its ingenuity and passion to realize peoples’ dreams, always looking at generating “the next Kando” for its customers.
*Kando is a Japanese word for the simultaneous feelings of deep satisfaction and intense excitement that we experience when we encounter something of exceptional value.
Business Description
Yamaha Motor (TOKYO: 7272) is a world-leading producer of motorcycles, marine products, power products and surface mounters. The company’s diverse business and wide variety of products are built around its proprietary technologies focused on small engines, fiberglass-reinforced plastics and electronic control.
Yamaha Motor conducts global development, production and marketing operations through 140 subsidiaries and equity-method affiliates in 30 countries. About 90% of consolidated net sales are generated in more than 200 countries outside Japan. The company is steadily restructuring its global engineering, manufacturing and marketing capabilities for sustainable long-term growth.
Please visit http://global.yamaha-motor.com
Background
During World War II, Nippon Gakki Co. Ltd (founded in 1897, presently the Yamaha Corporation), the company from which Yamaha Motor later spun off, was assigned to apply its technology in musical instrument manufacturing to the production of propellers for military aircraft. After the war ended, the company sought ways of using its manufacturing facilities for peaceful ends. Eventually it entered the motorcycle business as the motorcycle manufacturing division of Nippon Gakki. The company’s first motorcycle model, the YA-1, got off to a successful start, winning in its debut entries at Japan’s top two motorcycle races at the time, while also receiving high acclaim for its product quality.
To scale up production and market the YA-1, Yamaha Motor Co. Ltd was established. Some years later, in 1961, Yamaha entered its first World GP race. Since then and to this day, Yamaha has continued to challenge itself on the racing scene, making the art of engineering based on technologies and know-how a hallmark of the Yamaha brand.
Products/Services
Markets
About 90% of consolidated net sales are generated in more than 200 countries outside of Japan.
Over 100 consolidated subsidiaries worldwide.
Industry
Manufacture and sales of motorcycles, scooters, electrically power assisted bicycles, boats, sailboats, personal watercraft, pool, utility boats, fishing boats, outboard motors, ATVs, recreational off-highway vehicles, racing kart engines, gold cars, multi-purpose engines, generators, water pumps, snowmobiles, small snow throwers, automobile engines, surface mounters, intelligent machinery, industrial-use unmanned helicopters, electrical power units for wheelchairs, helmets, import and sales of various types of products, development of tourist businesses and management of leisure, recreational facilities and related services.
Location
2500 Shingai, Iwata, Shizuoka, 438-8501, Japan
Competitive Advantages
Product competitiveness: “The source of brand power and earning power”
Increasing product competitiveness through new concepts, technology that creates exhilaration and trust among customers, refined designs, and marketing abilities to launch 270 new models.
Financial Projection
Financial strategies of Yamaha Motor in their Medium-Term Management Plan (2016-2018)
Company Goals & Objectives
On December 15, 2015, Yamaha Motor Co., Ltd. formulated its new Medium-Term Management Plan for the three-year period from 2016. The new Medium-Term Management Plan builds on the targets of the 2013-2015 Medium-Term Management Plan (being “improving corporate value by achieving sustainable growth”) and increases the earning power of existing businesses, to increase growth investment and stock dividends while securing a more stable financial foundation.
Based on this, Yamaha Motor is embarking on a new mission of “further new growth from net sales of 2 trillion yen and an operating income ratio standard of 10%” by 2018, aiming to evolve into a unique company that continues to achieve dynamic milestones.
Management
Management strategy:
Employees
52,662 worldwide employees (non-consolidated)
10,377 (consolidated)
Highlights
The world’s second-largest motorcycle maker after Honda, Yamaha Motor has embarked on an ambitious journey of growth and committed to set up new milestones, with a target to double its motorcycle business operating profit margin by end of 2018.
Celebrating its 60th anniversary in 2015, the group has supplied a vast array of technologically advanced products to the world used across numerous industries.
Key Business Strategies
■ Motorcycle business: Moving towards highly efficient business management.
- Promoting the building of a stable profit structure through high management efficiency and product competitiveness regardless of unit volume.
- ASEAN: Promoting platform strategies, capturing market share and high profitability.
Delivering products promptly, quickly, and with freshness to diversifying customers.
- India: Expanding product lineup, achieving stable profit through volume scale.
Launching emerging-market strategy models for mass-market areas, developing regional sales networks, and strengthening customer contact points.
- Developed markets: Communicating high brand power, achieving stable profit through structural reform.
Establishing a unique brand in each aspect of the lineup, from commuter to supersport models.
Sales network policies that respond to customer tastes, and advancing customer development on the theme of “telling the story over selling the product”.
■ Marine business: Competing in the 3-trillion-yen global marine market.
- “From an engine supplier to a system supplier”
Deepening tie-ups with boat builders, promoting our engine/peripheral equipment and hull strategy, and providing broader corporate value.
- “An even stronger global brand, the No. 1 brand”
Creating a dominant brand through overall business strength as a system supplier, reliability as a product/business partner, and network strength from global development, manufacturing, sales, and service activities.
■ Power products and other business segments: Creating a unique business model.
- RV - Becoming the third core business: Building a business model with net sales of 200 billion yen and an operating income ratio of 10%.
Accelerating the launch of products which thoroughly increase differentiation and added value in the ROV market, which continues to expand.
- IM - Becoming a high-profitability business by leveraging its strengths: Building a business model with net sales of 60 billion yen and an operating income ratio of 20%.
Targeting fields of strength (automotive and home appliances) through fast-moving management that unifies development, manufacturing, and sales.
- UMS - Taking on the challenge of global growth: Building a business model with net sales of 10 billion yen in the global market.
Advancing the transition to a business model of “product sales + solutions”, development of global markets, and technology development (payload, increases in autonomy, safety measures, etc.)
Other Notes
Slogan: Revs your heart
Empowered by a passion for innovation, we create exceptional value and experiences that enrich the lives of our customers.
