CHAPTER-1

1
1.1 INTRODUCTION OF INTERNSHIP TRAINING:

➢ The internship report was assigned as a part of the academic requirement in

order to complete bachelor of business administration under the department
of business administration at mannar thirumalai naicker college Madurai. The
internship program is designed to provide students engaged in a field
experience with an opportunity to share their insights, to explore the links
between students academic preparation and carrying out the major research
project which will serve to culminate their internship experience.
➢ Internship are individual and tailored to the needs and interest of in case
students in the program. As part of the internship experience to take an active
role in finding an appropriate internship for themselves. Many students pursue
their own contacts, however information is available on locating internship
sites.
➢ Students selected for internships with companies that don’t have formal
programs for inters might ask that the students formulate a basic introduction
that she emails to office mates before she personally introduces herself to the
company’s employees. If you’ve been hired as an intern, ask about the
orientation process and whether you can pen your own introduction as part of
your on-boarding process.
➢ Once confined to medical graduates, internship is used practice for a wide
range of placements in businesses, non-profit organization and government
agencies. They are typically undertaken by students and graduates looking to
gain relevant skills and experience in a particular field. Employers benefit
from these placements because they often recruit employees from their best
interns, who have known capabilities, thus saving time and money in the long
run. Internships are usually arranged by third-party organizations that recruit
interns on behalf of industry groups. Rules vary from country to country about
when interns should be regarded as employees. The system can be open to
exploitation by unscrupulous employers.
➢ An internship is a professional learning experience that offers meaningful,
practical work related to a student's field of study or career interest. An
internship gives a student the opportunity for career exploration and
development, and to learn new skills. An internship is a period of work
experience offered by an organization for a limited period of time. Typically,
an internship consists of an exchange of services for experience between the

2
intern and the organization. Internships are used to determine whether the
intern still has an interest in that field after the real-life experience. In addition,
an internship can be used to build a professional network that can assist with
letters of recommendation or lead to future employment opportunities. The
benefit of bringing an intern into full-time employment is that they are already
familiar with the company, therefore needing little to no training. Internships
provide current college students with the ability to participate in a field of their
choice to receive hands-on learning about a particular future career, preparing
them for full-time work following graduation.

3
1.2 MEANING OF INTERNSHIP TRAINING :

A period of time during which a student works for a company or organization in order
to get experience of a particular type of work: The business students often do an
internship during their long vacation in e-commerce companies. a paid/summer
internship.

Internships are training programmes for students to help them gain hands-on,
professional experience in the career field of their choice. students get to learn about
their choice of work, and become adept at the skills, even before they join the
workforce.

Internships for professional careers are similar in some ways. Similar to

internships, apprenticeships transition students from vocational school into the
workforce. The lack of standardization and oversight leaves the term "internship"
open to broad interpretation. Interns may be high school students, college and
university students, or post-graduate adults. These positions may be paid or unpaid
and are temporary. Many large corporations, particularly investment banks, have
"insights" programs that serve as a pre-internship event numbering a day to a week,
either in person or virtually.

As competition for graduate jobs increases, students need to think of new ways to set
themselves apart from all of the other equally qualified and skilled candidates.
Graduates who have relevant workplace experience tend to be more valued by
employers, and this makes internships an attractive prospect. When you look at the
stats, the reason why internships are good for students looking for their first role
becomes clear.
According to Monster.com, 85% of companies use internships to recruit for full-time
roles, with former interns projected to fill 37% of graduate vacancies, rising to an
incredible 75% for investment banking.
But what exactly are internships, how can they help you and what will you be
expected to do? We’ll explore these areas in this guide, which should help you to
decide whether an internship is the right choice for you. An internship is a temporary
position with an emphasis on on-the-job training rather than merely employment, and
it can be paid or unpaid. If you want to go into publishing, you might have to take
an internship before you are qualified for an actual job.

4
To intern means "to pass inside something," and when you have an internship, it's like
you've temporarily gotten permission to be inside a workplace. If you're just
completing your medical training, then the next stage is to get a medical internship,
in which you are supervised by more experienced doctors. Sometimes your internship
is part of your "residency," your first hospital job.

5
1.3 DEFINITION OF INTERNSHIP TRAINING :

Definition: Under the Internship Training programme, an educational

or a vocational institute enters into an arrangement with the industrial
enterprises to provide experiential knowledge to their students.

Simply, the training conducted to offer a practical knowledge to the

students, lasting for few months, is called as the internship training.
These trainings are conducted for such courses viz. Engineering,
Medical, Management, etc., wherein the advanced theoretical
knowledge is to be backed up by the practical experience of the job.

Here, the trainers are the big industrial enterprises, and the interns are
the students. Thus, they are not the employees of the firm and have to
leave the organization when an internship programme gets over.

Usually, the internship training lasts for few months and can either be
paid or unpaid. The amount received while training is called as
the “stipend.” The internship training is beneficial for an organization
because they get the cheap labour for their extra work, viz. Printing,
scanning, dispatching of documents.

However, an internship programme holds an equal importance for a

student because through this training they can realize which career is
suitable for them. And often, the companies offer pre-placement offers
to the interns on the basis of their efficiency for performance. Thus, the
internship programmes do offer the employment opportunities.

An internship is a form of experiential learning that integrates knowledge

and theory learned in the classroom with practical application and skills
development in a professional or community setting. Internships provide
resources, equipment, and facilities that enable students to gain
experience in a professional work environment, and provide students
6
with skills or knowledge that are transferable to other settings.
Internships with defined learning objectives, professional supervision,
and opportunities for reflection offer valuable enriched learning
experiences.
A internship is a period of work experience offered by an organisation for a limited
period of time. Once confident to medical graduates. Internship is used for a wide
range non profit organisation and government agencies .they are typically
undertaken by students and graduates looking to gain relevant because they often
recruit employees from their best interns, who have known capabilities, thus saving
time and money in the long run. Internships are usually arranged by third party
organisation that recruit interns on behalf of Industry groups. Rules vary from
country to country about when interns should be regarded as employees.

7
1.4 OBJECTIVES OF INTERNSHIP TRAINING :

Internships offer many advantages for young employees looking to expand their
employment opportunities, starting careers, or even studying CS professional
courses. Internships offer you the opportunity to try out your profession, build
your resume, and meet people who can help you in your career. During your
internship, don’t be passive and don’t miss the opportunity to grow your career
path. Take advantage of the many benefits of an internship.

The objectives of internship study are:

Performance Test:
One of the core reasons and purposes of an internship is to expose you to a specific
job, profession, or industry. While you may have an idea of what a job is, it is
only when you do it that you will know if this is what you think, whether you have
the education and skills to do it, and if you like it. For example, you might think
that marketing is a creative process that involves creating a slogan and running a
campaign. An internship with an advertising agency will help you find out that
advertising includes consumer demographics, focus groups, knowledge of
customer pricing and sales strategies, and media research and buying.

Make a Recovery:
When you apply for a job, the more experience and success you have, the more
attractive you will be to potential employers. , you have an internship with a
certain title or a well-known company doesn’t mean your internship will help you
organize a good concert. Make an impact where you work by taking responsibility
and finding ways to make it happen. Be prepared to work for more hours than
necessary and ask to work in a different department to improve your skills. Don’t
just drink coffees, make copies, and attend meetings, even if that’s all to complete
your internship.

Increase Your Confidence:

An internship will, of course, help you find out more about the work environment
but also about yourself.

You have a clear idea of your strengths, weaknesses, likes, and dislikes. Knowing
that you have hands-on experience will make you more confident in job hunting
and interviews.
8
Network Contacts:
Another advantage of being an internship is the building of business contacts.
These people can help you find a job later, act as a referral, or help you with a
project after you’ve been hired elsewhere. Meet the people who have the jobs you
want one day and ask if you can take them out to lunch. Ask them how they
initiated in their career, how they got to where they are, and if they have
suggestions for improving your skills.

Possible Work:
If you enjoy internship, you have the opportunity to differentiate yourself and end
up working for a company. Employers find it way smoother and easier to hire
someone they know because they can sense that person’s work ethic, skills,
creativity, and ability to work with other people and generally fit in with the
company. Do more than necessary, study office policies, and make friends with
important people to increase your chances of starting a business.

Internships can benefit everyone involved. Schools can provide students with
valuable work experience. Students gain valuable practical experience and
opportunities to sell as potential employees. Companies offer great service at low
costs and often find employee gems in the process.

To develop executive performance:

Training imparts new skills, knowledge, and attitudes in employees so that they
can perform organizational activities better than before. By such training, they can
do the job more effectively and efficiently, thereby improving the overall
performance of the organization.
To Make Workers for proficient use of assets:
When employees are trained, they get additional skills, knowledge, and
techniques of handling resources. This helps them to utilize machines, tools.
equipments and other organizational resources efficiently and effectively
To deceaseaccidents:
Employees can be provided with safety training measures to reduce sudden
accidents. When the workers are known with the technique of handling new and
sophisticated technologies, the chances of occurring accidents will be minimized.
Offer enhanced prospect for workers:

9
Training is a learning process, which provides various opportunities to employee
to develop the existing level of skills, knowledge, attitudes and behavioural
relations. The improvement in job performance provides an opportunity for
growth and advancement. Due to such training, employees get an opportunity for
doing challenging work, work experience, and promotion.
To enlarge efficiency and earnings:
Productivity measures an efficient relationship between input and output. The
training aims to increase organizational productivity by increasing output with the
limited input. Training increases the efficiency and effectiveness of employees
which reduce the absenteeism, labor turnover, operating cost and wastage. This
ultimately leads to high productivity thereby earning more profit.

Access to a variety of tasks and departments

While some internships, like lab research, might assign you to a specific task
every day, other offices might enable exposure to people in various departments
and jobs. You may help senior management, sit in on meetings, complete small
tasks for projects or observe the daily functions of the office. If your field of study
was general, like a B.A. in English, for example, an internship at a publishing
company where you see how each department works could help you decide what
kind of job in the publishing industry you might like to pursue.

Mentorship

The most valuable mentor relationships often start with a personal connection that
enhances the experience for both the mentor and the mentee. Working as an intern
may allow you to meet a potential mentor naturally and establish a relationship
that helps guide your career path.

In person, you have the chance to reveal your personality and show deference and
respect while seeking guidance and input. An internship can create a situation
where your relationship develops organically, even if you end up working
elsewhere in a full-time position.

10
By knowing some of your objectives in advance of your internship start date, you
can work toward those goals throughout your time there and leave with both the
experience and tools you need to build your resume and gain a better perspective
on your longer-term career goals.

11
1.5 SCOPE OF INTERNSHIP TRAINING :

An internship gives a student the opportunity for career exploration and

development, and to learn new skills. It offers the employer the opportunity to
bring new ideas and energy into the workplace, develop talent and potentially
build a pipeline for future full-time employees.
• To understand the functioning and working conditions of a non
governmental organization; to see what is like to work in a To professional
environment.
• To see if this kind of work is a possibility for my future career.
• To use my gained skills and knowledge.
• To see what skills and knowledge Is till need work in to a
• professional environment.
• To learn about the organizing of a research project (planning, To
preparation, permissions)
• To learn about research methodologies (field methods/methods to analyze
data)
• To get fieldwork experience/collect data in an environment unknown for
me.
• To get experience in working in another country/with persons from another
culture.
• To enhance my communication skills.
An internship gives a student the opportunity for career exploration and
development, and to learn new skills. It offers the employer the opportunity to
bring new ideas and energy into the workplace, develop talent and potentially
build a pipeline for future full-time employees.

12
 1.6 LIMITATION OF INTERNSHIP TRAINING :

• It won’t pay much

Most companies hire interns on the cheap. Sometimes they don’t pay anything
at all. If you’re used to earning a paycheck or if you have mounting student loan
bills, an internship could create a financial burden.

• You may get the grunt work

Some employers or managers take advantage of interns and give them mindless
work that doesn’t build new skills. Interns can be viewed as temporary labor,
which isn’t how you want to be seen
.
• You could get labelled
Sure you have a college degree. But with the title of “intern,” people will think
you’re still a student. This can be patronizing, and you may not gain the respect
you want. If you focus on hard work and high effort, this can be overcome.

• The hours can vary

Internships may not be designed around normal business hours. This can create
problems if you like a consistent schedule. And interns are often asked to do the
late-night work to help the team.

13
CHAPTER – 2

14
LINGA MOTORS :

15
16
2.1 ABOUT THE ORGANISATION :

Overview on Automobile Industry :

The Indian Automobile Industry is manufacturing over 11 million vehicles and

exporting about
million every year. The dominant products of the industry are two wheelers with
a market share of over 75% and passenger cars with a market share of about 16%.
Commercial vehicles and three wheelers share about 9% of the market between
them. About 91% of the vehicles sold are used by households and only about 9%
for commercial purposes. The industry has attained a turnover of more than USD
35 billion and provides direct and indirect employment to over 13 million people.

The world standings for the Indian automobile sector, as per the Confederation
of Indian Industry, are as follows:
• Largest three-wheeler market.
• Second largest two-wheeler market.
• Tenth largest passenger car market.
• Fourth largest tractor market.
• Fifth largest commercial vehicle market.
• Fifth largest bus and truck segment.

The supply chain of this industry in India is very similar to the supply chain of the
automotive industry in Europe and America. This may present its own set of
opportunities and threats. The order of the industry arises from the bottom of the
supply chain i.e., from the consumers and goes through the automakers and
climbs up until the third tier suppliers. However the products, as channeled in
every traditional automotive industry, flow from the top of the supply chain to
reach the consumers.
Interestingly, the level of trade exports in this sector in India has been medium
and imports have been low. However, this is rapidly changing and both exports
and imports are increasing. The demand determinants of the industry are factors
like affordability, product innovation, infrastructure and price of fuel. Also, the
basis of competition is the sector is high and increasing and the life cycle stage is
17
growth. With a rapidly growing middle class, all the advantages of this sector in
India are yet to be leveraged.
Note that, with a high cost of developing production facilities, limited accessibility
to new technology and soaring competition, the barriers to enter the Indian
Automotive sector are high and these barriers are study. On the other hand, India
has a well-developed tax structure. The power to levy taxes and duties is distributed
among the three tiers of Government. The cost structure of the industry is fairly
traditional, but the profitability of motor vehicle manufacturers has been rising over
the past five years. Major players, like Tata Motors and Maruti Suzuki have
material cost of about 80% but are recording profits after tax of about 6% to 11%.
The level of technology change in the Motor vehicle Industry has been high but,
the rate of change in technology has been medium. Investment in the technology
by the producers has been high. System-suppliers of integrated components and
sub-systems have become the order of the day. However, further investment in
new technologies will help the industry be more competitive. Over the past few
years, the industry has been volatile. Currently, India’s increasing per capita
disposable income which is expected to rise by 106% by 2015 and growth in
exports is playing a major role in the rise and competitiveness of the industry.
Tata Motors is leading the commercial vehicle segment with a market share of
about 64%. Maruti Suzuki is leading the passenger vehicle segment with a market
share of 46%. Hyundai Motor India and Mahindra and Mahindra are focusing
expanding their footprint in the overseas market. Hero Honda Motors is occupying
over 41% and sharing 26% of the two wheeler market in India with Bajaj Auto.
Bajaj Auto in itself is occupying about 58% of the three wheeler market.
Consumers are very important of the survival of the Motor Vehicle manufacturing
industry. In 2008-09, customer sentiment dropped, which burned on the
augmentation in demand of cars. Steel is the major input used by manufacturers
and the rise in price of steel is putting a cost pressure on manufacturers and cost is
getting transferred to the end consumer. The price of oil and petrol affect the
driving habits of consumers and the type of car they buy.
The key to success in the industry is to improve labour productivity, labour
flexibility, and capital efficiency. Having quality manpower, infrastructure
improvements, and raw material availability also play a major role. Access to latest
and most efficient technology and techniques will bring competitive advantage to
the major players. Utilising manufacturing plants to optimum level and
understanding implications from the government policies are the essentials in the
Automotive Industry of India.
Bo les), and three wheelers (passenger carriers and good carriers).It’s evident from
18
the pie chart that two wheelers have the maximum market share in the domestic
Automobile sector.th, Industry and Indian Government are obligated to intervene
the Indian Automotive industry. The Indian government should facilitate
infrastructure creation, create favourable and predictable business environment,
attract investment and promote research and development. The role of Industry
will primarily be in designing and manufacturing products of world-class quality
establishing cost competitiveness and improving productivity in labour and in
capital. With a combined effort, the Indian Automotive industry will emerge as the
destination of choice in the world for design and manufacturing of automobiles.
India is the second largest producer of two-wheelers in the world. In the last few
years, the Indian two-wheeler industry has seen spectacular growth. The country
stands next to China and Japan in terms of production and sales respectively.
The automobiles sector is divided into four segments – two-wheelers (mopeds,
scooters, motorcycles, electric two-wheelers), passenger vehicles (passenger cars,
utility vehicles, multi- purpose vehicles), commercial vehicles (light and medium-
heavy vehcle.

19
20
For the month of April 2013, the motor cycles segment suffered a slight setback,
marking a negative growth of 2.06% as compared against the same month last
year. The scooter segment recorded a 14.72% growth and mopeds manage a
7.2% growth in April 2013 as against April 2012.
The pie chart states that there is a significant growth in the market share of
scooter industry from the last decade.
However, the sector has shown a sluggish growth of 12 percent in 2012. The
trend is likely to stay with a 10 percent growth outlined for 2013 citing high
ownership costs (fuel costs, cost of registration, excise duty, road tax) and slow
rural income growth. Solid but cautious growth is expected over the next few
years. However, from a long-term perspective, rising incomes, improved
affordability and untapped markets present promising opportunities for
automobile manufactures in India. According to Macquaire equities research,
sale of passenger vehicles is expected to double in the next four years and
growth anticipated is higher than the 16 percent achieved in the past 10
years. Two-wheeler vehicle segment is expected to show slow growth
of 10 percent CAGR over the period of 2012-2016, suggests the report.
The Government recognizes the impact of the sector on the nation’s
economy, and consequently, the Automotive Mission Plan 2016
launched by it seeks to grow the industry to a size of US
$145bn by 2016 and make it contribute 10 percent to the nation’s GDP.
Factors that will drive growth in the sector

• Rising incomes among Indian population will lead to increased

affordability, increasing domestic demand for vehicles, especially in
the small car segment.
• Fuel economy and demand for greater fuel efficiency is a major factor
that affects consumer purchase decision that will bring leading
companies across two-wheeler and four-wheeler segment to focus on
delivering performance-oriented products.
• Product innovation and market segmentation will channelize growth.
Vehicles based on alternative fuels will be an area of interest for both
consumers and auto makers.
• Focus on establishing India as auto-manufacturing hub is reigning in
policy support in form of Government’s technology modernisation fund.
• Industry will seek to augment sales by tapping into rural markets, youth,
21
 women and luxury segments.

According to the Confederation of Indian Industry, auto sector currently

employs 787, 7702 people, 58 percent of who are in the passenger car segment.
However, there is an increasing demand for skilled professionals in the domain
of effective service delivery, spares management and support functions. ITIs
and Polytechnics provide 530,000 graduates every year, but there is an urgent
need for updating courses to keep up with changing trends in technology,
manufacturing, and processes.
Indian two wheeler industries saw a slight growth of 1.04% during the April-
May period of 2013 compared against the same period of 2012. A total of
2,374,253 units were sold during the period as 2,349,814 units were sold in
April-May 2012.

MAJOR COMPANIES

Major players of Automobile Sector in India are

:
• HERO
• HONDA
• MAHINDRA
• YAMAHA
• PIAGGIO
• SUZUKI
• TVS
• ROYAL ENFIELD
• HARLEY DAVIDSON

The period April-May of 2013 saw the share of Hero came down to 43.63%.
Honda gain some shares and put themselves at second place replacing Bajaj.
Honda holds 19.79% share as per April-May 2013 while Bajaj has now 17.35%
share.

22
Motorcycle:

Sales of Hero declined by 7.27% while Yamaha also saw their sales went down by
9.39%. Apparently Honda registered 21.33% growth. Royal Enfield and Harley
Davidson also wrapped up the month with concrete sales figures.

23
Triggered by the decline of sales Hero’s share in motorcycle segment came down to
53.60% for April to May period of 2013. Their former partner Honda with improved
share of 11.67% stays as third place in terms of sales in Indian two wheeler market.

Scooters

The sales of scooter witnessed an encouraging growth by 13.88% in the April to May
period of 2013 as compared to same period of 2012. Hero motor Corp had fared an
uplifting growth of 44.94% during the period April-May 2013 as against April-May
2012. The newly launched Vespa has also reassured hopes for Piaggio as 8280 units
were sold out in April – May this year. M&M has suffered a steep decline of 48%.

Honda remains mater leader in this segment and owns 50.92% of market share. Hero
has again grew in market share for the period April-May of 2013 and now holds
21.07% of Scooter market share. To recapture the lost market share, Honda has now
introduced 110cc Activa-I priced at around Rs 44,000 and this will provide tough
competition to Hero and Suzuki in coming months.

24
Moped

TVS is the lone player in moped segment. But their sales had declined by
11.45% for the period April-May of 2013 as against same period the previous
year. To increase Moped sales, TVS has started TV commercial recently.

25
2.2 COMPANY PROFILE :

Linga Motors - Retailer of yamaha scooters & yamaha motorcycle cover in

Madurai, Tamil Nadu.

• Nature of Business:
Retailer

• Legal Status of Firm

Individual - Proprietor

• Annual Turnover
Upto Rs. 50 Lakh

• GST Number
33AAIPT9736C1ZI

About India Yamaha Motor Pvt. Ltd

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.

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-
26
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 Motor Research & Development India Pvt. Ltd. (YMRI) is a 100%
subsidiary of YMC and has been established by YMC to provide R&D and Product
development services to IYM for its domestic as well as export markets. YMRI is
the fifth overseas R&D headquarters for Yamaha Motor Group following Italy,
Taiwan, China, and Thailand.

BRAND SLOGAN :

Overview

Company Name Yamaha Motor Co., Ltd.

Founded July 1, 1955

Capital 85,666 million yen (as of March 31, 2013)

President Hiroyuki Yanagi

Employees 53,958 (as of December 31, 2012)

(Consolidated) Parent :10,180 (as of December 31, 2012)

Sales 1,207,675 million yen

2.3 FOUNDING HISTORY :

27
Paving the Road to Yamaha Motor Corporation

"I want to carry out trial manufacture of motorcycle engines." It was from these
words spoken by Genichi Kawakami (Yamaha Motor's first president) in 1953, that
today's Yamaha Motor Company was born.

"If you're going to do something, be the best."

Genichi Kawakami was the first son of Kaichi Kawakami, the third-generation
president of Nippon Gakki (musical instruments and electronics; presently Yamaha
Corporation). Genichi studied and graduated from Takachiho Higher Commercial
School in March of 1934. In July of 1937, he was the second Kawakami to join the
Nippon Gakki Company. He quickly rose to positions of manager of the company's
Tenryu Factory Company (musical instruments) and then Senior General Manager,
before assuming the position of fourth-generation President in 1950 at the young age
of 38.

In 1953, Genichi was looking for a way to make use of idle machining equipment
that had previously been used to make aircraft propellers. Looking back on the
founding of Yamaha Motor Company, Genichi had this to say "While the company
was performing well and had some financial leeway, I felt the need to look for our
next area of business. So, I did some research." He explored producing many
products, including sewing machines, auto parts, scooters, three-wheeled utility
vehicles, and motorcycles. Market and competitive factors led him to focus on the
motorcycle market. Genichi actually visited the United States many times during
this period.

When asked about this decision, he said, "I had my research division chief and other
managers visit leading motorcycle factories around the country. They came back and
told me there was still plenty of opportunity, even if we were entering the market
28
late. I didn't want to be completely unprepared in this unfamiliar business so we
toured to German factories before setting out to build our first 125cc bike. I joined
in this tour around Europe during which my chief engineers learned how to build
motorbikes. We did as much research as possible to insure that we could build a bike
as good as any out there. Once we had that confidence, we started going."

"If you are going to make it, make it the very best there is." With these words as
their motto, the development team poured all their energies into building the first
prototype, and ten months later in August of 1954 the first model was complete. It
was the Yamaha YA-1. The bike was powered by an air-cooled, 2-stroke, single
cylinder 125cc engine. Once finished, it was put through an unprecedented 10,000
km endurance test to ensure that its quality was top-class. This was destined to be
the first crystallization of what has now become a long tradition of Yamaha
creativity and an inexhaustible spirit of challenge.

Then, in January of 1955 the Hamakita Factory of Nippon Gakki was built and
production began on the YA-1. With confidence in the new direction that Genichi
was taking, Yamaha Motor Co. Ltd. was founded on July 1, 1955. Staffed by 274
enthusiastic employees, the new motorcycle manufacturer built about 200 units per
month.

That same year, Yamaha entered its new YA-1 in the two biggest race events in
Japan. They were the 3rd Mt. Fuji Ascent Race and the 1st Asama Highlands Race.
In these debut races Yamaha won the 125cc class and the following year the YA-1
won again in both the Light and Ultra-light classes of the Asama Highlands Race.

By 1956, a second model was ready for production. This was the YC1, a 175cc single
cylinder two-stroke. In 1957 Yamaha began production of its first 250cc, two-stroke
twin, the YD1.

"If you are going to make it, make it the very best there is." With these words as
their motto, the development team poured all their energies into building the first
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prototype, and ten months later in August of 1954 the first model was complete. It
was the Yamaha YA-1. The bike was powered by an air-cooled, 2-stroke, single
cylinder 125cc engine. Once finished, it was put through an unprecedented 10,000
km endurance test to ensure that its quality was top-class. This was destined to be
the first crystallization of what has now become a long tradition of Yamaha
creativity and an inexhaustible spirit of challenge.

Yamaha took quick action using the momentum gained in the USA and began
marketing their motorcycles through an independent distributor in California. In
1958, Cooper Motors began selling the YD-1 250 and the MF-1 (50cc, two-stroke,
single cylinder, step through street bike). Then in 1960, Yamaha International
Corporation began selling motorcycles in the USA through dealers.

With the overseas experiences under his belt, in 1960, Genichi then turned his
attention to the Marine industry and the production of the first Yamaha boats and
outboard motors. This was the beginning of an aggressive expansion into new fields
utilizing the new engines and FRP (fiberglass reinforced plastic) technologies. The
first watercraft model was the CAT-21, followed by the RUN-13 and the P-7 123cc
outboard motor.

In 1963, Yamaha demonstrated its focus on cutting-edge, technological innovations

by developing the Auto lube System. This landmark solution was a separate oil
injection system for two-stroke models, eliminating the inconvenience of pre-mixing
fuel and oil.

Yamaha was building a strong reputation as a superior manufacturer which was

reflected in its first project carried out in the new Iwata, Japan Plant, built in 1966.
(The YMC headquarters was moved to Iwata in 1972.) Toyota and Yamaha teamed
up to produce the highly regarded Toyota 2000 GT sports car. This very limited
edition vehicle, still admired for its performance and craftsmanship, created a
sensation among enthusiast in Japan and abroad.
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Genichi said, "I believe that the most important thing when building a product is to
always keep in mind the standpoint of the people who will use it." An example of
the commitment to "walking in the customers' shoes" was the move in 1966 by
Yamaha to continue its expansion. Overseas motorcycle manufacturing was
established in Thailand and Mexico. In 1968, the globalization continued with Brazil
and the Netherlands. With manufacturing bases, distributors and R&D operations in
a market, Yamaha could be involved in grassroots efforts to build products that truly
met the needs of each market by respecting and valuing the distinct national
sensibilities and customs of each country. Yamaha continues that tradition, today.

By the late 1960s, Yamaha had quality products that had proven themselves in the
global marketplace based on superior performance and innovation. Distribution and
product diversity were on the right track. But Genichi knew that beyond quality,
success would demand more. He had this view on the power of original ideas. "In
the future, a company's future will hinge on ideas over and above quality. Products
that have no character, nothing unique about them, will not sell no matter how well
made or affordable and that would spell doom for any company."

He also knew that forward vision, walking hand in hand with original ideas, would
create an opportunity for the company and its customers that could mean years of
happiness and memorable experiences. Genichi said, "In the business world today,
so many people are obsessed with figures. They become fixated on the numbers of
the minute and without them are too afraid to do any real work. But in fact, every
situation is in flux from moment to moment, developing with a natural flow. Unless
one reads that flow, it is impossible to start out in a new field of business. "A real-
world illustration of this belief is the Yamaha DT-1. The world's first true off-road
motorcycle debuted in 1968 to create an entirely new genre we know today as trail
bikes. The DT-1 made a huge impact on motorcycling in the USA because it was
truly dirt worthy. Yamaha definitely "read the flow" when it produced the 250cc,
single cylinder, 2-stroke, Endure that put Yamaha On/Off-Road motorcycles on the
map in the USA. The DT-1 exemplified the power of original ideas, forward vision,
and quick action coupled with keeping in mind the customers' desires.

In years to come Yamaha continued to grow (and continues to this day). Diversity
increased with the addition of products including snowmobiles, race kart engines,
generators, scooters, ATV's, personal watercraft and more. Genichi Kawakami set
the stage for Yamaha Motor Company's success with his vision and philosophies.
Total honesty towards the customer and making products that hold their own enables

31
the company that serves people in thirty-three countries, to provide an improved
lifestyle through exceptional quality, high performance products.

Genichi Kawakami's history with Yamaha was long and rich. He saw the new
corporate headquarters in Cypress, California and the 25th Anniversary of Yamaha
become a reality in 1980. He also watched bike #20 million roll off the assembly
line in 1982. Genichi passed away on May 25, 2002 yet his vision lives on through
the people and products of Yamaha, throughout the world.

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2.4 ORGANISATIONAL STRUCTURE :

CEO

HR SALES SERVICE
MANAGER MANAGER MANAGER

LABOURS LABOURS

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2.5 VARIES DEPARTMENT :

HR DEPARTMENT :

The human resources management team suggests to the management team how to
strategically manage people as business resources. This includes recruiting and
hiring employees with specific skill sets to meet the company's current and future
goals, coordinating employee benefits and suggesting employee training and
development strategies. In this way, HR professionals are consultants, not workers
in an isolated business function; they advise managers on many issues related to
employees and how they help the organization achieve its goals.

At all levels of the organization, managers and HR professionals work together to

develop employees' skills. For example, HR professionals advise managers and
supervisors how to assign employees to different roles in the organization, thereby
helping the organization adapt successfully to its environment. In a flexible
organization, employees are shifted around to different business functions based
on business priorities and employee preferences.

SALES AND SERVICE DEPARTMENT :

Mass production implies mass consumption which in turn requires an elaborate

distributive organization to sell the cars and to develop confidence among
customers that adequate service will be available. In the early days of the industry
cars were sold directly from the factory or through independent dealers, who
might handle several different makes. Many bicycle manufacturers simply used
their existing sales outlets when they added horseless carriages to their line. When
sales in large quantities became the objective, however, more elaborate and better
organized techniques of distribution became essential.

In the United States the restricted franchise dealership became the uniform and
almost exclusive method of selling new cars. In this system, dealers may sell only
the particular make of new car specified in their franchise, must accept a quota of
cars specified by the manufacturer, and must pay cash on delivery. In return the

34
dealers receive some guarantee of sales territory and may be assisted in various
ways by the manufacturer—financing or aid in advertising, for example.
Contracts also specify that dealers must maintain service facilities according to
standards approved by the manufacturer.

Seemingly weighted in favour of the manufacturer, the system has been subjected
to periodic dealer complaints, producing state legislation and a federal statute in
1956 to protect dealers from arbitrary actions by manufacturers. Yet dealers have
never been united in these attitudes, and no effective substitute for the restricted
franchise has yet been found. On the contrary, it is becoming the general
practice in other parts of the world where large-scale markets for motor vehicles
have developed.

Attempts by automakers in the 1990s to move away from the traditional

franchised dealer network to direct selling via the Internet met strong resistance in
the United States. American dealers enlisted the help of state governments in
enacting prohibitions of this practice (and in blocking attempts by automakers to
own dealers through subsidiary corporations). In markets outside the United
States, principally in Europe and South America, manufacturers sell directly
to consumers via the Internet in limited quantities.

The market in used cars is an important part of the distribution system for motor
vehicles in all countries with a substantial motor vehicle industry because it affects
the sale and styling of new cars. The institution of the annual model was adopted
in the United States during the 1920s to promote new-car sales in the face of used-
car competition. The new model must have enough changes in styling or
engineering to persuade prospective buyers that it is indeed an improvement. At
the same time, it must not be so radically different from its predecessors as to give
the buyer doubts about its resale potential.

Like all machinery, motor vehicles wear out. Some become scrap metal to feed
steel furnaces; some go to wrecking yards where usable parts are salvaged.
Throughout the world, however, the disposal of discarded motor vehicles has
become a problem without a completely satisfactory solution. In many areas,
landscapes are disfigured by abandoned wrecks or unsightly automobile
graveyards. Spurred by European legislation requiring automakers to take back
all of their end-of-life-cycle vehicles beginning in 2007, manufacturers worldwide
have begun engineering new products with the complete recycling of components
in mind

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2.6 MISSION AND VISSION :

VISION:

We will 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".

MISSION:

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

36
CHAPTER-3

37
3.1 PRODUCTS :

R15S

MT15Ver2.0

38
Yamaha FZS 25

FZ-X

39
RayZR Street Rally 125 Fi Hybrid

FASCINO 125 Fi-Hybrid

40
FZ-FI

FZ-S FI Ver 4.0 DLX

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3.2 MANUFACTURING PROCESS :

IYM's Manufacturing facilities comprises of 2 state-of-the-art Plants at Surajpur

(Uttar Pradesh) and Kanchipuram (Tamilnadu).

The infrastructure at all the plants supports production of motorcycles, scooters and
its parts for the domestic as well as overseas market. At the core are the 5-S and
TPM activities that fuel our agile Manufacturing Processes. We have In-house
facility for Machining, Welding processes as well as finishing processes of
Electroplating and Painting till the assembly line.

The stringent Quality Assurance norms ensure that our motorcycles, scooters meet
the reputed International standards of excellence in every sphere.

As an Environmentally sensitive organization we have the concept of "Environment-

friendly technology" ingrained in our Corporate Philosophy. The Company boasts
of affluent Treatment plant, Rain water - Harvesting mechanism, a motivated
forestation drive. The IS0-14001 certification is on the anvil - early next year. All
our endeavor gives us reason to believe that sustainable development for Yamaha
will not remain merely an idea in pipeline.

We believe in taking care of not only Your Motoring Needs but also the needs of
Future Generations to come.

Since its founding in 1955, Yamaha has paved the future of motorcycles with its
technological innovations and aesthetic design. Here we would share more about the
journey that Yamaha underwent in three areas, History, Design and Technology.

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.

3.3 SWOT ANALYSIS :

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Strength

• Effective Advertising Capability

• Committed and dedicated staff.
• High emphasis on R and D.
• Experience in the market.
• Established brand.
• Established market channel.
Power, Speed & Acceleration

Weaknesses

• Small showroom.
• Not much emphasis on aggressive selling.
Weak product diversity.

Opportunities

• Growing premium segment.

• Expansion of target market (include women).
• Increasing dispensable income.
1st mover advantage.

Threats

• Cut throat competition

• Increasing number of players in the market
• Rising raw material costs
Increasing rates of interest on finance

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CHAPTER-4

44
CONCLUTION :

After complete my industrial training, I had been exposed to a business and its work
life. Throughout my internship, I could understand more about the definition of a
manager
and business and prepare myself to become a responsible and innovative manager i
n future.Along my training period, I realize that observation is a main element to
find out the root cause of a problem. Not only for my project but daily activities too.
During my project, In cooperate with my colleagues and operators to determine the
problems. Moreover,
the project indirectly helps me to learn independently, discipline myself, beconside
rate/patient, self-trust, take initiative and the ability to solve problems. Besides, my
communication skills are strengthening as well when communicating with others.
During my training period, I have received criticism and advice from others and
technician when mistakes were made. However, those advices are useful guidance
for me to change myself and avoid myself making the same mistakes again. Apart
from that, I had also developed my communication skills. This also helps sharpen
my skills in Marketing. In sum, the activities that I had learned during industrial
training really are useful for me in future to face challenges in a working
environment. Throughout the industrial training, I found that several things are
important:

Critical and Analytical Thinking

To organize our tasks and assignment, we need to analyze our problems and
assignment,and to formulate a good solution to the problem. We would have to set
contingency planfor the solution, so that we are well prepared for the unforeseeable
situations

Time Management

As overall technician and programmer are always racing against tight timeline and
packed schedule, a proper time management will minimize facing overdue
deadlines. An effective time management allows us to do our assignment efficiently
and meet our schedules. Scheduling avoids time wastage and allows us to plan
ahead, and gaining more as a result.

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Goal Management

Opposing to a Herculean goal seemed to be reachable at first sight, it is better to sub-

dividethe goals to a few achievable tasks, so that we will be gaining more confidence
byaccomplishing those tasks.

Colleague Interactions

In working environment, teamwork is vital in contributing to a strong organization.

Teamwork is also essential in reaching the goals of the organization as an entity.
Thus, communicating and sharing is much needed in the working environment.
Therefore, we should be respecting each other in work, and working together as a
team, instead of working alone. This is because working together as a team is easier
in reaching our targets, rather than operating individually .I would like to once again
appreciate everyone who has made my industrial training a superb experience

The work experiences I encountered during the internship allowed me to

develop Sales skill ,Manufacturing skill ,Marketing skill ,Retail skill
,Responsible and I think I still require to work on my Business Development
skill ,Project Management skill and Design skill. But, the overall experience was
positive, and everything I learned would be useful in my future career in this
field.

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