Professional Documents
Culture Documents
STUDENT DECLARATION
I Ashok RamKaran Yadav hereby declare that the project report entitled “a
conceptual study of business management and organization system – YAMAHA motors
Ltd .” Bangalore has been done by me under the guidance of Prof. Shreya.k.rao, Professor
– Head – MBA & TPD, Excel Business Academy, Bangalore. This project report has been
submitted to Excel Business Academy, Bangalore as a part of partial fulfillment for the
award of the degree of Post Graduate Program in Management from Excel Business
Academy, Bangalore.
I also hereby declare that this project report has not been submitted at any time to any
other institute or university for the award of any degree.
Date:
CERTIFICATE BY GUIDE
MBA+PGPM during the academic year 2010-2012 has successfully completed the project
YAMAHA motors LTD.” Under the guidance of Prof. Shreya.K.Rao, Professor, Excel
Business Academy, in partial fulfillment for the award of Post Graduate Program in
Date:
ACKNOWLEDGEMENT
The satisfaction and euphoria that accompany the successful completion of any task would be but
incomplete without the mention of the people who made it possible, whose constant guidance and
I consider it my privilege to express gratitude and thanks to the Management – Excel Business
I thank our Principal Prof. Thejaswi Naviloor, for the encouragement and intellectual influence
I wish to express my heartfelt gratitude to Prof. Gurutej, Head – PGPM & Techno Management
Studies; Prof. Shreya K Rao, Head – MBA & TPD and my Project Guide Prof. Shreya K Rao
for their help and able guidance for the completion of the project successfully.
I am grateful to the Librarian of Excel Business Academy, for his support during my study.
Last but not the least, I would also like to thank each and everyone especially all my friends for
Date:
TABLE OF CONTENTS
3.8 Findings 45
3.9 Conclusion 45
4 4.1 Biblography 46
4.2 Annexure 47-49
EXECUTIVE SUMMARY
It is analyzed that Yamaha kept on changing its strategies and functions as per
market to achieve their mission statement, after 5 decades Yamaha is no more a joint
venture. Yamaha motors follow the Japanese culture which enables them to take care of
their goals and objectives with minimal problems.
MEANING OF BUSINESS
Business refers to economic activities concerned with the production and sales of
the goods and services for the purpose of earning profit. It may be noted that production or
purchases of goods and services for one’s own consumption cannot de called business . in
other words , business is concerned only with that part of production which is exchanged
with others for profit.
MEANING OF MANAGEMENT
Management is a universal process. It has its place not only in business enterprise but also
in political, military, religious, charitable and educational institutions in fact it has its
place in any organized activity which involves the getting together of individuals in a
group for the realization of definite common goals.
Popularly the term ‘management’ is used to refer the group of managerial personnel of an
enterprise. In short it is used to refer to a process, function or activity.
FUNCTIONS OF MANAGEMENT
Management operates through various functions, often classified as planning, organizing,
leading/directing, and controlling/monitoring.
Planning:
The process by which deciding what needs to happen in the future and generating
plans for action.
Organizing:
The process by which the structure and allocation of jobs are required.
Staffing:
The process by which managers select, train, develop, motivate, retire
subordinates.
Directing:
The process by which the function of guiding and supervising the activities of the
subordinates.
Controlling/Monitoring:
The process by which it helps in keeping the organizational activities on the right
path and aligned with plans and goals.
Decision Making:
The process by which the selection of best alternatives out of various possible
alternatives.
Motivation :
Motivation is also a kind of function of management, because without motivation,
employees cannot work effectively. If motivation doesn't takes place in an
organization, then employees may not contribute to the other functions.
Leadership:
The process by which influencing the actions of a person or a group to attain
desired goals.
Communication:
It is the transfer of information and understanding from one person to another. It is
a way of reaching others with ideas, facts, and thoughts. Communication is
important in organizations, because managers can accomplish very little without it.
ADMINISTRATIVE FUNCTIONS
Planning
It is deciding in advance what to do, how to do it, when to do it, and who should
do it
Organizing
Directing
It is leading people in a manner that achieves the goals of the organization. This
involves proper allocation of resources and providing an effective support system.
Budgeting
In the practical world of business, they are very similar, and generally
have identical functions and responsibilities. Such as Planning, Organizing,
Direction, Decision making.
Types of Business
Service businesses
Services are intangible in nature, only appearing when required by the consumer,
which makes the nature of a service business very different from that of other types
of businesses. Some examples of service businesses include the hospitality sector,
consulting, appliance repair, computer support, health care, utilities, business services, real
estate, legal services, and education. In all of these cases, people are being provided with a
service, not a product, whether they are receiving treatment for a medical problem or
learning in an elementary school classroom.
Transportation business
Transportation plays a key role in economic success by allowing for the safe and
efficient distribution of goods and services throughout the supply chain.
If a product is not available at the precise time it is needed, there may be expensive
repercussions, such as lost sales, customer dissatisfaction, and production downtime, when
the product is being used in the manufacturing process.
Transportation is the most visible of all functions of logistics and high contributor to
logistics cost. We can see trucks, containers and wagon loads of material being moved
from place to place as an activity directly associated with trade and business.
We should also appreciate that this is an activity that adds highest amount of cost to the
activity of making inputs and outputs available to consumers. Transportation function
moves the products to meet customer expectations at minimum cost
• Air transport
• Railways.
• Water transport
• Motor carriers
Agribusiness:
Agriculture business is a generic term for the various businesses involved in food
production, including farming and contract farming, seed supply, agrichemicals, farm
machinery, wholesale and distribution, processing, marketing, and retail sales. The term
has two distinctly different connotations depending on context.
Mining business:
Mining of stone and metal has been done since pre-historic times. Modern mining
processes involve prospecting for ore bodies, analysis of the profit potential of a proposed
mine, extraction of the desired materials and finally reclamation of the land to prepare it
for other uses once the mine is closed.
Financial business:
Manufacturing business:
This sector generally takes the output of the primary sector and manufactures
finished goods or where they are suitable for use by other businesses, for export, or sale to
domestic consumers. This sector is often divided into light industry and heavy industry.
Many of these industries consume large quantities of energy and require factories and
machinery to convert the raw materials into goods and products. They also produce waste
materials and waste heat that may pose environmental problems or cause pollution.
With the development of private property ownership, real estate has become a
major area of business, commonly referred to as commercial real estate. Purchasing real
estate requires a significant investment, and each parcel of land has unique characteristics,
so the real estate industry has evolved into several distinct fields. Specialists are often
called on to valuate real estate and facilitate transactions. Some kinds of real estate
businesses include:
Retail business:
Retailing consists of the sale of goods or merchandise from a fixed location, such as a
department store, boutique or kiosk, or by mail, in small or individual lots for direct
consumption by the purchaser.[1] Retailing may include subordinated services, such as
delivery. Purchasers may be individuals or businesses. In commerce, a "retailer" buys
goods or products in large quantities from manufacturers or importers, either directly or
through a wholesaler, and then sells smaller quantities to the end-user. Retail
establishments are often called shops or stores. Retailers are at the end of the supply chain.
Manufacturing marketers see the process of retailing as a necessary part of their overall
distribution strategy. The term "retailer" is also applied where a service provider services
the needs of a large number of individuals, such as a public utility, like electric power.
ORGANISATIONAL SYSTEM
MEANING OF ORGANISATION
Organization is the arrangement of the larger units of meaning in a paper. That's one of the
things that are going to be very different from one course to the next. What are the expected
patterns of organization? A lab report is very different from a scientific report, is very different
from a poem, is very different from a report in the newspaper. All of these have their own patterns
of organization, all of which are acceptable in specific disciplines.
Organization typically refers to the large elements of text structure. Sometimes these
elements are formalized in practice, as in the typical lab report, through consistent use of headings.
Sometimes elements of organization are only informally acknowledged -like the thesis of an
academic paper. Most writers across the university would agree, however, that organization refers
to the ordering of ideas.
Organization is thus:
(i) A system
(iii) People work and deal with each other in coordinated and cooperative way.
(vii) Definition of functional role of each personnel and outline of his responsibility for
business performance.
Types of organization
1.Line Organization
Production Manager
The line-and-staff organization combines the good features of both the line organization and
Functional organization. The staff specialists provide advice and support to the line managers in
getting the work done. Staff specialists concentrate on a narrow portion of the organization’s
activities. However their authority is purely advisory. not functional. The line organization is
supreme and staff organization is created to service it. The role of staff is considered a service to
managers.
In Line and Staff Organization, There are two managers, such as Line Managers
and Staff Managers. The line Managers perform the function of decision making, issuing
orders and controlling while the Staff managers perform the functions of advising,
assisting and providing expert and specialized services.
3. Functional Organization
General Manager
The Project of Matrix organization is the combination of the Project organization and
the Matrix organization. The Matrix organization is the combination of the Project
organization and the Functional organization. This is one of the latest types of
organizational design. It has been developed to establish flexible structure to achieve
series of project objectives. Matrix Organization, also known as grid, is an answer to the
growing size and complexity of the undertaking, which require an organization structure
more flexible.
5. Committee Organization
Decision-making committees
This committee is charged with the authority of decision making affecting subordinates
responsible to it.
Types of Ownership
A business ownership should be structured according to the needs of the owners and
potentially liability that the business could incur. The different types of business ownership are
1. Sole proprietorship
2. Partnership
3. Corporation
4. Public Limited Company
5. Private Limited Company
6. Limited Liability Company
7. Unlimited Liability Company
8. Franchise
1. Sole proprietorship
These firms are owned by one person,usually the individual who has day-to-day
responsibilities for running the business. Sole proprietors own all the assets of the business
and the profits generated by it. They also assume complete responsibility for any of its
liabilities or debts. This is the Easiest and least expensive form of ownership to organize.
the business and the owner are one and the same.
2.Partnership
business debts and obligations, including court judgments. A partnership is not a separate
tax entity from its owners. This means the partnership itself does not pay any income taxes
on profits. Business income simply "passes through" the business to the partners, who
report their share of profits (or losses) on their individual income tax returns.
Corporation:
The public limited companies are a type of business ownership that has very little
amount of liability. These companies have a lot of shareholders. A Company owned by
shareholders. Public companies are strictly regulated, and are required by law to publish
their complete and true financial position so that investors can determine the true worth of
its shares.
LIMITED LIABILITY
Shareholders are only responsible for the company’s debts up to the value of their
shareholding. The LLC is a relatively new type of hybrid business structure that is now
permissible in most states. It is designed to provide the limited liability features of a
corporation and the tax efficiencies and operational flexibility of a partnership.
UNLIMITED LIABILTY
A legal obligation on the owners of the business to pay all debts of the business.
Even their personal possessions may be claimed. Unlimited liability is a reference to the
level of responsibility held by the owner or an investor in relation to the function of a
business operation. When the liability is unlimited, there is a chance that the personal
assets of the principal parties can be drawn upon to settle debts or claims against the
business. This means that owners and investors involved with a limited liability company
can easily stand to lose everything in the event of a corporate failure.
Franchise
MISSION
VISION
It describes an ideal future. Describes the path that the Company will take in the
coming years. It concentrates on the future. It is a source of inspiration. It provides clear
decision-making criteria.
GOALS OF ORGANISATION
A goal describes a high-level target state that an organization desires to achieve over the
long-term (three to five years). Objectives are more specific statements that describe what the
organization wants to accomplish in the short-term (twelve months or less). The successful
completion of short-term objectives should contribute to the achievement of long-term goals.
A goal or objective is a projected state of affairs that a person or a system plans or intends
to achieve a personal or organizational desired end-point in some sort of assumed development.
Many people endeavor to reach goals within a finite time by setting deadlines.
ORGANIZATIONAL STRUCTURE
Formal and informal framework of policies and rules, within which an organization
arranges its lines of authority and communications, and allocates rights and duties.
Organizational structure determines the manner and extent to which roles, power, and
responsibilities are delegated, controlled, and coordinated, and how information flows
between levels of management. This structure depends entirely on the organization's
objectives and the strategy chosen to achieve them. In a centralized structure, the decision
making power is concentrated in the top layer of the management and tight control is
exercised over departments and divisions. In a decentralized structure, the decision
making power is distributed and the departments and divisions have varying degrees of
autonomy. An organization chart illustrates the organizational structure
Introduction
Every organization to be effective must have an organizational structure. But what is an
organizational structure? It is the form of structure that determines the hierarchy and the
reporting structure in the organization. It is also called organizational chart. There are
different types of organization structures that companies follow depending on a variety of
things; it can be based on geographical regions, products or hierarchy. To put it simply an
organizational structure is a plan that shows the organization of work and the systematic
arrangement of work.
There are different types of organizational structures and a company should choose the
one that best suits their needs.
Traditional Structures
These are the structures that are based on functional division and departments. These are
the kind of structures that follow the organization’s rules and procedures to the T. they are
characterized by having precise authority lines for all levels in the management. Under
types of structures under traditional structures are:
• Line Structure
this is the kind of structure that has a very specific line of command. The
approvals and orders in this kind of structure come from top to bottom in a line. Hence
the name line structure. This kind of structure is suitable for smaller organizations like
small accounting firms and law offices. This is the sort of structure that allows for easy
decision making, and also very informal in nature. They have fewer departments,
which makes the entire organization a very decentralized one.
though line structure is suitable for most organizations, especially small ones, it is
not effective for larger companies. This is where the line and staff organizational
structure comes into play. Line and structure combines the line structure where
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information and approvals come from top to bottom, with staff departments for
support and specialization. Line and staff organizational structures are more
centralized. Managers of line and staff have authority over their subordinates, but staff
managers have no authority over line managers and their subordinates. The decision
making process becomes slower in this type of organizational structure because of the
layers and guidelines that are typical to it, and lets not forget the formality involved.
• Functional structure
this kind of organizational structure classifies people according to the function they
perform in their professional life or according to the functions performed by them in the
organization. The organization chart for a functional based organization consists of
Vice President, Sales department, Customer Service Department, Engineering or
production department, accounting department and Administrative department.
• Divisional Structures
This is the kind of structure that is based on the different divisions in the organization.
These structures can be further divided into:
Functional patterns
People :
People are very important aspect for any organization. An organizations employee can be
termed as people; a customer can also be termed as people for an organization. Both are
important in terms of production, marketing and sales
System
Systems thinking are, simply, a better way to make the work work. It is fundamentally
different from ‘command and control’ thinking.
These tactics provide a good start to understanding the differences between command and
control and systems thinking - how the former leads to sub-optimization and how the latter
leads to improvement.
SWOT ANALYSIS
Strengths
A firm's strengths are its resources and capabilities that can be used as a basis for
developing a competitive advantage. Examples of such strengths include:
• Cost advantage
• Effective communication
• High R&D
• Innovation
• Online growth
• Loyal customers
• Market share leadership
• Strong management team
• Strong brand equity
• Strong financial position
• Supply chain
• Pricing
• Reputation management
• Unique products
Weaknesses
The absence of certain strengths may be viewed as a weakness. For example, each of the
following may be considered weaknesses:
• Bad communication
• Diseconomies to scale
• Over leveraged financial position
• Low R&D
• Low market share
• No online presence
• Not innovative
• Not diversified
• Poor supply chain
• k management team
• Weak real estate
• Weak, damaged brand
• Ubiquitiouegory, products, services
• CEO Mr. Lee
In some cases, a weakness may be the flip side of strength. Take the case in which a firm
has a large amount of manufacturing capacity. While this capacity may be considered a
strength that competitors do not share, it also may be a considered a weakness if the large
investment in manufacturing capacity prevents the firm from reacting quickly to changes
in the strategic environment.
Opportunities
The external environmental analysis may reveal certain new opportunities for profit and
growth. Some examples of such opportunities include:
• Asset leverage
• Emerging markets and expansion abroad
• Innovation
• Online
• Product and services expansion
Threats
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Changes in the external environmental also may present threats to the firm. Some
examples of such threats include:
• Competition
• Cheaper technology
• Economic slowdown
• External changes (government, politics, taxes, etc)
• Lower cost competitors or imports
• Maturing categories, products, or services
• Price wars
• Product substitution
The YAMAHA brand has its roots in the name of our founder, Torakusu Yamaha.
Familiar with western science and technology from his youth, Yamaha initially found
employment repairing medical equipment. This led to a request to repair a organ, a project
that resulted in the birth of the Yamaha brand. Confident of the potential of his business,
Yamaha struggled against great odds to establish Yamaha Organ Works. Entrepreneurial
spirit, far-sightedness, and determination to overcome difficulties fueled his passion to
succeed. This same spirit formed the foundation of the Yamaha brand, and is a vital legacy
of Yamaha Corporation today.
Ever since its founding as a motorcycle manufacturer on 1st July, 1955, Yamaha
Motor Company has worked to build its products which stand among the very best in the
world through its constant pursuit of quality; and at the same time, through these products,
it has sought to contribute to the quality of life of people all over the world. Following on
the success of our Motorcycles, Yamaha being manufacturing Powerboats and out boards
motors in 1960. Since then, engine and FRP technology were used as a base to actively
diversify and globalize the area of business. Today our fields of influence extend from the
land to the sea and even into the skies as our business divisions have grown Motorcycles
operations to include Marine operations, Power Product operations, Automotive
operations, Intelligent Machinery operations, Aeronautic operations and PAS operations.
Founded : July1, 1955
History of yamaha
Yamaha motor company was founded as a motorcycle manufacturer on july 1, 1955. From
the very beginning
Over the years, we have diversified into a number of areas of business. In 1960, we began
manufacturing powerboats and outboard motors.
Type of organization
Yamaha follows Project of Matrix organization. Project matrix is the combination
of the Project organization and the Matrix organization. The Matrix organization is the
combination of the Project organization and the Functional organization. This is one of the
latest types of organizational design. It has been developed to establish flexible structure
to achieve series of project objectives. Matrix Organization, also known as grid, is an
answer to the growing size and complexity of the undertaking, which require an
organization structure more flexible.
Since Yamaha Motors LTD is one of the most flexible organization matrix
organization is best suited to Yamaha Motors LTD.
TYPE OF OWNERSHIP
Ownership: Yamaha is a publicly owned company traded on the Tokyo Stock Exchange.
Employees: 9,324
Yamaha made its initial foray into India in 1985. Subsequently, it entered into a
50:50 joint-venture with the Escorts Group in 1996. At the time of 50:50 joint venture of
Escorts Limited with YMC, Japan a new company Escorts Yamaha Motor Limited was
formed which came up with a new logo representing both the companies. Again in the
year 2000, equity of the company has changed resulting Yamaha74% and Escorts26%,
thus changing the logo and the company’s name to YMEL. However, in August 2001,
Yamaha acquired its remaining stake becoming 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 the motorcycle manufacturing company "India Yamaha Motor
Private Limited (IYM)".
Now, the company being 100% subsidiary holder is known as the Yamaha Motor India
(Pvt.) Limited. The logo of YMC has been adopted by YMI.
IYM operates from its state-of-the-art manufacturing units at Surajpur in Uttar Pradesh
and Faridabad in Haryana and produces motorcycles for both domestic and export
markets. With a strong workforce of more than 2,000 employees, IYM is highly customer-
driven and has a countrywide network of over 400 dealers.
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".
Corporate Mission
"Creating “Kando” - Touching Your Heart" we are striving to touch every Heart across
the length and breadth of India
“Kando” is a Japanese word for expressing feelings of excitement and deep satisfaction
MANAGEMENT PRINCIPLES:
These are the means to attain our corporate mission and the cornerstone of our philosophy
Surpassing Customer Expectations
We are aware of our customers' evolving needs and provide them with quality products
and services of exceptional value that surpasses their expectations.
We believe in nurturing and empowering our employees to the fullest. Whilst cultivating
our employees creativity and all round abilities, we have also established an equitable
system of evaluation and rewards to encourage our people to strive towards newer
benchmarks.
As a good corporate citizen, we continually strive towards creating a better social as well
as natural environment. We will work locally to better the social
environment, and think….
Goal of Yamaha
Since Yamaha follows Japanese culture in their business they have a goal of
capturing 14% of market share by 2012. But the long term goal of Yamaha is to create
kando among their customers with unmatchable goods and service.
Kando is a Japanese word for the simultaneous feeling of deep satisfaction and
intense excitement that people experience when they encounter something of exceptional
value
Yamaha’s goal has always been to provide products that empower each and
every customer and make their lives more fulfilling by offering greater speed, greater
mobility and greater potential. Said in another way, our aim is to bring people greater joy,
happiness and create Kando* in their lives.
After The Separation Main focus of Yamaha has been to Capture the Indian
Market Through its Product Which are Best In terms Of style & Design and is trying to
achieve the target of 14% which it has laid down for the coming years its Recent
Launched Bike
ORGANISATIONAL STRUCTURE
Motorcycle Headquarters
(1) To further improve product quality, the Quality Assurance Division will be upgraded and
named Quality Assurance Operations. Under the Quality Assurance Operations umbrella, a
Quality Assurance Division will be established and the current Quality Innovation Division will
be transferred from Engineering Operations.
(2) The sales functions of MC Business Operations, CV Business Operations and China Business
Operations will be integrated into the newly established Sales Operations. Three divisions will
be organized within Sales Operations -- the 1st Sales Division, 2nd Sales Division and 3rd Sales
Division -- while the current Service Division will be transferred from Marketing Operations.
(3) The Engineering Divisions in MC Business Operations and CV Business Operations will be
integrated into the newly established Product Development Operations, which will have several
constituent groups: the 1st Body Development Division, 2nd Body Development Division,
Engine Development Division, Product Testing Division and EV Engineering Division. The
current Component Development Division will be transferred from Engineering Operations.
(4) Pursuant to the organizational changes described in (2) and (3) above, MC Business Operations,
CV Business Operations and China Business Operations will be dissolved.
(5) The Overseas Production Division in CV Business Operations will be transferred to SyS
Operations.
Functional patterns
People
YAMAHA always put people (Employees) at par with customer. They focus on our two
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key stakeholders, clients and employees is unwavering. yamaha treats their associates
with warmth, dignity and respect. It’s our endeavor to provide an atmosphere of security
and mutual trust amongst employees. With kando Yamaha makes sure they also take
proper care of their customer.
SYSTEM
Yamaha has quality processes geared towards meeting the delivery criteria with an
emphasis for providing reliable, robust solutions & services to its clients. This ensures
deliveries are made on time - every time to help meet the scheduled time and cost
commitments.
Yamaha’s Quality Management System (QMS) for managing software development
ensures a high level of quality in all the software developed within the company. It also
addresses special requirements for specific products and clients.
• WORKING HOURS
• LEAVE POLICY
• STAFFING POLICY
• SEPARATION POLICY
Supervisor : 1 month
Manager : 2 months
• RETIREMENT POLICY
All : 58 yrs
Directors : 60 yrs
SWOT ANALYSIS
Lets do the SWOT analysis for two wheeler market first then we will do the swot
for Yamaha motors in India
Strength
Opportunities Threats
Strength
Weaknesses
• Size and scale of parent company.
• Effective Advertising Capability • Small showrooms.
Opportunities Threats
Findings
We found that Yamaha has adopted pretty well to the market situation by
implementing latest organizational functions and has also altered its ownership as in when
required. Yamaha gives equal importance to its people and the customer as it is very
important for any organization to grow in the world economy. Yamaha has a blend of
Indian management culture and Japanese management culture which they implement in
their management strategies.
Yamaha has a solid management as they are one of the best executioners’ in the
sector.
Conclusion
It can also be said that Yamaha has taken a path where “people” are the fundamental
element and our product creation and other corporate activities have always been aimed at
touching people’s hearts. Their goal has always been to provide products that empower
each and every customer and make their lives more fulfilling by offering greater speed,
greater mobility and greater potential. Said in another way, their aim is to bring people
greater joy, happiness and create Kando* in their lives and also to achieve their goals .As
a company that makes the world its field and offers products for the land, the water, the
snowfields and the sky.
Yamaha Motor strives to be a company that “offers new excitement and a more
fulfilling life for people all over the world” and to use our ingenuity and passion to realize
peoples’ dreams and always be the ones they look to for “the next Kando.”
Bibliography
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www.yamahamotor.com
www.google.com
www.wikipedia.com
www.yamaha.com
www.yamaha-motor.com.
www.smartoman.com
www.yamaha.com/ycaa/staff.html
www.essaypride.com/essays.php?free_essay=2472678&title=yamaha.
finance.yahoo.com/q/bs?s=YAMHF.PK&annual
www.global.yamaha.com
www.scribd.com
www.neoseeker.com/Companies/profiles/yamaha/
ymsl.in/products/dms/index.html
web.informer.com
http://www.businessweek.com/bw50/2007/60.htm
Annexure
BALANCE SHEET:
Million yen
Dec. 2005 Dec. 2006 Dec. 2007 Dec. 2008 Dec. 2009
ASSETS
Current Assets
Fixed assets
Tangible fixed assets 323,846 361,837 384,601 355,596 275,556
Intangible fixed assets 3,075 4,281 5,612 5,971 4,802
Total investments and
76,630 91,548 115,117 84,587 85,917
other assets
Total fixed assets 403,552 457,667 505,331 446,154 366,276
LIABILITIES
Current liabilities
Long-term liabilities
Bonds 295 63 3 - -
Owners' equity
Share Warrants - - - 30 72