CAU Hybrid Motorcycle Global Marketing  2009 

CAU's Hybrid Electric Motorcycle Global Marketing Concept

CAU's hybrid electric motorcycle concept is to find a means of sustainable individual transport
without decreasing quality of life for anybody in the world and without putting the burden of high
investments on future generations. The new concept called Peace-of-Mind is based on existing
technology and promises:

™ Noticeable contribution to lower CO2 emissions and less energy consumption.

™ Improvements for environment air quality in urban areas.

™ Huge improvements in other environmental impacts like noise or emissions.

™ Fuel and energy supply within the existing infrastructure in the world.

™ Fuel-flexibility - that means the drivetrain can easily be adapted to other fuels without a
complete new design.

™ Ease of technology changes and improvements - that means new technologies (fuel cell
or hydrogen) can be implemented without major redesign work in the future.

™ Near-term market introduction through mainly exacting sale network.

™ Affordability and desirability either developed or developing countries.

China auto parts suppliers are more accessible to global buyers, purchasers of quantity and
quality. The comprehensive services and marketing promotional campaigns of CAU will
integrated all the hybrid motorcycle components (including 2 /3 /4 wheels) into the global supply
chain in a more efficient way.

Due to the financial turmoil situation, most of automobile manufacturers have been
consolidating and trying to build low-cost supply chains spanning the globe, and the automotive
manufacturers now have smaller production numbers in a greater number of plants around the
world. In today’s globalizing economy, scattered automobile production facilities means that
outsourcing makes more sense. The new market trend will provide the great opportunity for the
CAU.

For CAU to keep growing, it must increase products sales. Industrialized nations have, in many
hybrid automobile components products and relative service categories, saturated the domestic
China markets and have turned to other countries for new marketing opportunities. CAU have
found profitability by exporting hybrid motorcycle components products that may be a bit
expensive for China locals but are considered inexpensive in wealthier countries.

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Energy and CO2 Considerations

Energy consumption and CO2 emissions of road transport are the main issues amongst all
impacts. The motorcycle run on fuel that is refined from oil. Oil reserves will run short within the
near future, experts are just arguing about the time. CO2 emissions threaten the world with
climate-change. They are almost proportional to the amount of energy consumed if the source is
fossil fuel. The Kyoto agreement requires a 12.5 % reduction in greenhouse gases (mainly CO2)
by 2012. A reduction of 60 % is required by 2050.

But so far, energy consumption is strongly related to quality of life and it is still steadily
increasing. This indicates that these goals are essential and challenging if quality of life is not
going to be decreased. This thesis focuses on individual transport in vehicles. Road
transportation is responsible for 22 % and more of most countries in the world greenhouse gas
emissions – the third biggest.

Despite all the effort the growth still outpaces the improvements and no contribution has been
made to the Kyoto agreement so far. The question is whether more radical solutions like the
introduction of low-impact vehicle are required. Plug-in hybrid technology is only one available
solution for this issue.

Worldwide Competition

One of the product categories in which global competition has been easy to track is in U.S.
automotive sales. Three decades ago, there were only the big three: General Motors, Ford, and
Chrysler. Now, Toyota, Honda, and Volkswagen are among the most popular manufacturers.
Companies are on a global playing field whether they had planned to be global marketers or not.

The automotive makers themselves are exacerbating competition among auto parts producers
by creating new players in the industry. Both Ford and GM have spun off their component
divisions, Visteon and Delphi Automotive Systems, respectively.

The recent years, many small locally-owned Chinese and Indian companies can emerge as Tier
2 or Tier 3 companies if they meet the demands of a global economy, stable manufacturing
processes and technology, strong research and development skills, low rates of defective parts-
per-million, ownership of technology and synergistic relationships with multinational corporations.
The companies that are successful at this level could become suppliers to multinationals or Tier
1 companies.

The new auto parts industry business model has been changed to: Tier 1 companies are the
main suppliers and assemblers for car manufacturers with which they develop direct, long-term
relationships. Tier 2 and 3 companies generally sell to Tier 1 suppliers.

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Tools to be implemented in CAU's production

There are a few possible tools to improve the productivity and reduce or eliminate waste in
CAU's production line:

™ Project orientated Work Breakdown Structure (PWBS)

™ Improved Facilities Layout

™ Materials Requirements Planning (MRP)

™ Economic Order Quantity (EOQ)

™ Total Quality Management (TQM)

™ New Management Approach

Expected Outcome in CAU's Production Line

The expected outcome should these tools/techniques be implemented are the following:

™ The production line flow will be balanced, timely, continuous and uniform.

™ The facility layout will ease the transportation and movement of the interim products, and
pull them towards the final assembly.

™ The inventory levels will be kept to a minimum and the items that are ordered per project
will arrive on time – eliminating the probability that production will have to wait for the
parts to arrive.

™ Defects will be reduced and possibly eliminated due to the fact that each process that
does in fact produce defects will be investigated and altered.

Hybrid Motorcycle Product Development in different phases

The hybrid motorcycle product life cycle means every product has a capability such that it can
be used for a certain period of time. The products have life cycles by which they are monitored
and evaluated. The first stage in the product life cycle is product making or development. The
product is in development when the companies are making specific products which they invest
their money in and get nothing from these products at this stage.

Secondly the product is introduced in the market. This is second stage. At this stage, the
advertising campaign is run on television to tell people about this product. The product suffers
with the competition in the market. In this stage the price is low because the product is in the
launching stage. The extract expenditure is being put on the promotions to boost sales. The
next stage is the growth stage. In this stage the sales of the product are on a peak and the
product has captured a large geographical area. The product has deeply penetrated into the

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market at this stage. The product has great distribution in the market and is available in every
shop of the market.

Product Emission Product

Stage Hybrid Components
Launch compliance Lifecycle

Dec 2009 ~Mar • Hybrid ECU & Sensors  • EU 2011 

Phase -1 EU IV
2010 • Motor & Controller  • Asia 2015 
• Battery charger & BMS • USA 2012
• Hybrid ECU & Sensors 
Aug 2010~Nov • EU 2012 
Phase -2 EU V • Motor & Controller 
2010 • Asia 2020 
• Battery charger & BMS 
• USA 2015
• Fuel Injection System 
• Hybrid ECU & Sensors 
• Motor & Controller  • EU 2020 + 
Mar 2011~Jun
• Battery charger & BMS  • Asia 2030 + 
Phase -3 EU VI +
2011
• Fuel Injection System  • USA 2025 + 
• Ultra vibration Injection Head 
• Ultra vibration ECU 
CAU Hybrid Motorcycle Product Development in different phase

The hybrid motorcycle product life cycle goes through many phases, involves many professional
disciplines, and requires many skills, tools and processes. Product life cycle (PLC) has to do
with the life of a product in the market with respect to business/commercial costs and sales
measures; whereas product lifecycle management (PLM) has more to do with managing
descriptions and properties of a product through its development and useful life, mainly from a
business/engineering point of view. To say that a product has a life cycle is to assert four things:

1. The hybrid motorcycles have a limited life, mainly government regulation,

2. The hybrid motorcycles sales pass through distinct stages, each posing different
challenges, opportunities, and problems to the seller,

3. The hybrid motorcycles’ profits rise and fall at different stages of product life cycle, and

4. The hybrid motorcycles require different marketing, financial, manufacturing, purchasing,

and human resource strategies in each life cycle stage.

International Marketing

The motorcycle industry worldwide is a huge network across the globe offering companies
diversified in culture, organization and technology. However they all have one thing in common,
to provide a competitive environment with leading technological solutions induced in their
vehicles for ultimate customer satisfaction. Automobiles have become a fragment of our lives.

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It is indeed captivating to watch the game played by these motorcycle manufacturing giants on
the world stage. There is tremendous amount of capital invested in research, development and
design. Not every new vehicle makes it to the finish line by pleasing the customers, but again
there are legends created without knowledge and renowned only over the passage of time.

A Hybrid vehicle is a vehicle that employs gasoline as a fuel but is also powered electrically. For
instance the hybrid vehicle can go up to 40 mph with just electric power. Once the threshold is
crossed, the automobile automatically engages power from the internal combustion engine. The
vehicle addresses environmental issues far more than other conventional vehicles. Not only
does it reduce considerable pollution but also more economical when taking into regard petrol
consumption. Although the initial prices are high, it provides a magnificent experience without
compromising on any of the positives. This hybrid motorcycle would be a big boon to countries
like India, were traffic regulates speed to fluctuate between 30-40 mph. Not only will it reduce
substantial pollution but the customers will be more than happy to refuel the hybrid motorcycle
less often.

Most of the motorcycle manufactories have commitment to the environment takes a different
form. While they strives to offer the most advanced fuel-saving technology available, the
companies also believes that drivers should not have to sacrifice any of the style or
performance attributes that remain at the top of the reasons for buying a new hybrid vehicles.

For that reason, the CAU’s hybrid components are marked with the same expressive styling as
its non-hybrid brethren – inside and out for the entire potential automotive maker.

Competing on a global basis

Companies that are selling in the global industries have no choice but to internationalize their
operations. To do this they must make series of decision. Consolidation in the auto supplier
market is in large part being driven by the cost-savings of modular assembly. CAU's hybrid
modular assembly is defined as “where the main supplier co-ordinates assembly of major
systems or parts of the vehicle, leaving the motorcycle, car or truck maker with the simplified
task of bolting together the final parts.

CAU's low-cost hybrid components do much of the pre-assembly work in China formerly done
by high-wage union workers, as in the United States, for example. Easy-to-install pieces such
as entire doors are then fitted into the automobile at the plant.

The move from producing individual parts to assembling modular systems is the latest trend in
auto-parts manufacturing. The modular assembly system affords the car maker other
advantages besides redefined labour arrangements, such as faster delivery times, more
flexibility and choice for the customer, as well as more manageable inventories.

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Some analysts have interpreted the standards, especially the QS 9000, as a way to push the
internationalization and consolidation of the market. The smaller suppliers are having a harder
time supplying all the data and completing all the paperwork.

Perhaps their machines are having a more difficult time meeting ever-harder requirements and
standards. The auto companies want that. They desperately seek consolidation in their supplier
base.

Evaluating hybrid components modular assembly potential markets

The technique typically cuts costs by as much as 20~28 percent in the early stages. Modular
assembly means that the supplier must have competency and production capacity in a range of
related products. Joint ventures, mergers and acquisitions are generally seen as the fastest
ways of achieving this capacity. Thus, the intense competition in the automobile industry has
pushed car manufacturers to look for low-cost parts as well as develop the modular system of
assembly. The resulting competition among auto parts makers is forcing the consolidation of the
auto parts industry.

Some have criticized this new trend of modular production for several reasons. Shifting
responsibility for assembly to suppliers reduces the original equipment manufacturers (OEM’s)
control over the production processes and quality.

Executives from the major automotive manufacturers such as Ford and General Motors have
stated that modular assembly is not a panacea for reducing all the costs, but the system will be
established on a case-by-case basis where it makes the most sense.

China's booming auto parts market has provided opportunities for its auto parts sector to
flourish. By the end of 2007, there had been 7,579 makers of auto parts and fittings, 72.3% of
the entire auto industry in terms of the number of manufacturers. And their revenue from major
business was RMB752.9bn, about 35.1% of the entire auto industry while the profit of
RMB54.5bn, was 41%. As for ownership, most of them are private companies – 5,137 maker’s
altogether, about 67.8% of the total number, but their revenue was only 38.5%. By contrast,
although there were only 1,120 foreign-owned carmakers, their revenue was RMB269.3bn, 35.8%
of the total of the industry, whiles their profit RMB22.8bn, and was all superior to those of
China's homegrown companies.

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Project Investment of China Listed Auto & Auto Parts Companies 2000-2008

Investment Statistics of China Auto & Auto Parts Industry (by Segment), 2000-2008

As for the layout of the sector in China, currently five major auto-part making regions have come
into being in China. They are: Bohai Coastline, Yangtze Delta, Zhujiang Delta, Hubei province,

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and Mid & Western China. Among them Zhejiang Province has 1,279 auto parts makers, the
most in China, and accounts for 16.9% of the auto industry in terms of the number of
manufacturers. The top six provinces of China, again in terms of the number of manufacturers,
are Zhejiang, Jiangsu, Shandong, Hubei, Shanghai, and Guangdong, which have 58% of
China's makers in the auto industry.

And as for demand and supply, China's auto parts sector is able to satisfy 60% of the country's
market demand in terms of variety of products, and 70% as for market in general. Here the
supplies of labour-intensive and material-intensive products, such as windscreens, tires, fuel
tanks, air-cleaners and bearings, are far beyond the market demand, so some of those products
are for export, while the supplies of technology-intensive parts, including engines, automatic
transmissions, electronic fuel injection systems, airbags, and ABS, are far behind market
demand at home, and so the gap is filled mainly with imports.

As China automobile parts industry began walking out of the slow-growth period emerged in the
second half of 2004, China auto parts industry has also taken a turn for the better, and the
market, stimulated by booming demand, maintains a steady growth. In 2006, the total output
value of China auto parts industry reached RMB539.7 billion, up 34.35% year on year, and
meanwhile its sales revenue reached RMB527.2 billion, up 34.71% year on year. In 2007, the
output value of China auto parts industry reached RMB670 billion and its sales revenue stood at
RMB650 billion.

Deciding how to enter the automobile parts market

Once CAU decides to target a particular country, it has to determine the best of entry. Its broad
choices are indirect exporting, direct exporting, licensing, joint venture, and direct investment.
Each of these succeeding strategy involves strategy involves more commitment, risk, control,
and profit potential.

™ Direct investment

The ultimate form of foreign involvement is direct ownership of foreign based assembly
or manufacturing facilities. The foreign company can buy part or full interest in a local
company or build its own facilities. If the market appears large enough, foreign
production offers distinct advantages.

First, the firm secures cost economies in the form of cheaper labour or raw material and
freight saving. Second, the firm strengthens its image in the host country because it
creates jobs. Third, the firm develops a deeper relationship with government, customers,
local suppliers, and distributors, enabling it to adapt its products better to the local
environment. Fourth, the firm retains full control over its investment and therefore can
develop its manufacturing and marketing policies that serves its long term international
objectives.

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The main disadvantage of direct investment is that the firm exposes a large investment
to risks such as blocked or devalued currencies, worsening markets, or expropriation.

™ Joint ventures

Foreign investors may join hands with local investors to create a joint venture company
which hey share owner ship and control.

A joint venture may be necessary for economic or political reasons. The foreign firm
might lack the financial, physical, or managerial resources to undertake the venture
alone; or the foreign government might require joint ownership as a condition for entry.
Even corporate giants need joint ventures to crack the toughest markets.

Joint venture has certain drawbacks. The partner might disagree over investment,
marketing, or other policies. One partner might want to reinvest earnings for growth, and
other partner might want to declare more dividends. It can also prevent a multinational
company from carrying out specific manufacturing and marketing policies on a worldwide
basis.

™ Licensing

Licensing is a simple way to become involved in international marketing. The licensor

licenses a foreign company to use their manufacturing process, trademark, patent, or
other items of value for a fee or royalty. The licensor gains entry at little risk; the licensee
gains production expertise or a well known product or brand name.

Licensing has potential disadvantages. The licensor has less control over the licensee
than it does over its own production and sales facilities. Furthermore, if the licensee is
very successful, the firm has given up profits; and if and when contract ended the
company may find that it has created a competitor. The best strategy for the licensor is
to lead the innovation so that the licensee will continue to depend on licensor.

Finally a company can enter a foreign market through franchising, which is a more
complete form of licensing. The franchiser offers a complete brand concept and
operating system. In return, the franchisee invests in and pays certain fees to the
franchiser.

™ Direct and Indirect export

The normal way to involved in an international market is through exporting. Occasional

exporting is a passive level of involvement in which the company exports from time to
time either on its own initiative or in response to unsolicited orders from abroad. Active
exporting takes place when the company makes the commitment to expand into a
particular market. In either case, the company produces its goods in the home country
and might or might not adapt them to international market.

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Companies typically start with indirect exporting- that is, they work through independent
intermediaries. Domestic-based export merchants buy the manufacturer’s products and
then sell them to abroad. Domestic-based export agents seek and negotiate foreign
purchases and are paid the commission. Cooperative organizations carry on exporting
activities on behalf of several producers and are partly under their administrative control.
Export management companies agree to manage a company’s export activities for a fee.

™ Indirect export has two advantages:

¾ It involves less investment. The firm does not have to develop an export
department.

¾ It involves less risk. Because international-marketing intermediaries bring know-

how and services to the relationship, the seller will normally make fewer mistakes.

CAU can carry on direct exporting in several ways

™ Domestic-based export department or division Might evolve into a self-contained export

department operating as a profit center;

™ Overseas sales branch or subsidiary The sales branch handles sales and distribution
and might handle warehousing and promotion as well;

™ Traveling export sales representatives Home based sales representatives are sent
abroad to find business;

™ Foreign-based distributors or agents these distributors and agents might be given

exclusive rights to represent the company in that country, or only limited rights.

CAU’s Global Web Strategy

According to the latest research report, most of major automotive marketers doing global e-
commerce range from automakers to direct-mail companies to running-shoe giants. Marketers
like these are using the web to reach new customers outside their home countries, and to build
global brand awareness.

CAU will adapt their web sites to provide country specific content and services to their best
potential markets, ideally in the local language.

The Internet has become an effective means of everything from gaining free exporting
information and guidelines to conducting market research and offering customers several time
zones away a secure process for ordering and paying for product. The global marketer may run
up against governmental or cultural restriction.

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Global Adaptation

Global adaptation holds that consumer needs vary and that market programs will be more
effective when they are tailored to each target group. This also applies to foreign markets.

CAU should review the following elements and determine which would add more revenue than
cost:

™ Product features

™ Brand name

™ Labeling

™ Packaging

™ Colors

™ Advertising execution

™ Materials

™ Prices

™ Sales promotion

™ Advertising themes

™ Advertising media

Consumer’s behavior can dramatically differ across markets.

Product Adaptation

The hybrid motorcycle product adaptation involves altering the product to meet the local
conditions or preferences, for example, scooter are very common in India and China, but
scooter will not suitable south east Asia region as this region has heavy rain and flood water in
most of seasons, it will require big wheel motorcycle. There are several levels of adaptation.

™ CAU can produce a regional version of its hybrid motorcycle product.

™ CAU can produce a country version of its hybrid motorcycle product.

™ The company can produce a city version of its hybrid motorcycle product.

™ CAU can produce different retailer version of its hybrid motorcycle products.

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Marketing budget and expenditure

Both direct and indirect marketing expenditure should be closely monitored against a fixed
budget. Marketing should be given a job number and all staff should record time spent on
marketing. Direct marketing costs, such as the production of promotional and presentation
material, reprographics, and advertising, etc. will be more obvious than indirect labour expenses
which account for a much larger percentage of overall expenditure. A core brochure, for
example, may cost a few hundred thousand US$ to produce but the amount of labour hours
devoted to researching, planning and developing its contents will greatly exceed this amount.
The time spent working on speculative and or feasibility work which the practice does not win,
and hours spent by partners on indirect marketing should be recorded against the marketing job
number and monitored closely. Without these systems in place, a realistic marketing budget
cannot be implemented.

Once CAU has decided which areas of the marketing plan are the highest priority, budgets can
be set accordingly. It is important that analysis is undertaken to establish the marketing return
rate by dividing the total fee volume by the marketing expenditure to give the plan accountability.
By doing this the practice can establish whether they are getting adequate returns for their
marketing efforts and, if need be, can reduce or increase different percentages of the marketing
budget.

Strategic aims and Objectives of the Marketing Plan

These provide the foundation on which a marketing plan can be based. They need to be
reviewed and analysed before operational requirements can be suggested and actioned. The
marketing plan must include different analyses to help it progress in the right direction.

™ Market segmentation

The potential of each of CAU's core sectors: automotive components and industry
should be assessed on their growth rate, fee-earning capability, degree of competition
and the practice's core capabilities of meeting client needs. Key points to consider are:

¾ Does CAU have the relevant track record and experience which potential clients
require?

¾ What is the profit ratio of both the top and the bottom line?

¾ Are the sectors both large and stable enough to give CAU adequate returns for
their profits?

¾ Do CAU’s clients in each sector have a high level of similarities?

¾ How easily can the sectors be subdivided, i.e. Assembly factory, parts reseller?

¾ Are the sectors economically stable, growing or shrinking?

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The marketing plan needs to identify a system of establishing a profile of each of CAU's
core sectors and focusing on them. Also it is important to attend industry conferences
and seminars. Additionally, the practice can get information from the following sources:

¾ National media, i.e. Financial Times industrial surveys;

¾ the trade, both technical and professional press;

¾ government departments and official publications;

¾ local and national Chambers of Commerce;

¾ professional and trade organizations - yearbooks and directories;

¾ subscription services, to provide periodic sector reports on market intelligence

and financial analysis;

CAU Production Forecast (2010~2014)

Predicting the CAU’s production future is a risky proposition often filled with guesstimates and
theories based on current events and hoped for consequences. At the same time, CAU and
their alliance are busy doing just that in anticipation of future consumer demands, emerging
markets, fuel availability, and so much more.

Beside strong demand in EU and northern America, China, South East Asia region and India
are the emerging CAU’s hybrid motorcycle markets of today.

For a few years now, hybrids vehicles have been all the rage in the consumer car market. The
Toyota’s Prius has been elevated to the status of an icon and CAU is now trying to catch up with
the new market trend and CAU will be the unquestioned world leader of hybrid motorcycle in the
very near future.

CAU will be adapting the hybrid system it uses on its current cars to work with motorcycles of
engine displacement between 50 and 1000cc. CAU hopes to increase fuel efficiency by about
35%~60% with the hybrid motorcycle.

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16

14

12

10 2010
2011
8
2012
6 2013
2014
4

0
ECU & Sen
nsors Mo
otor & Controller Batteryy charger &  Fuel Injection 
BMS System

CA
AU’s Hybrid Motorcycle
M co
omponents Production
P Fo
orecast (Millio
on set)

Hybrid Comp
ponents 2010 2011 2012 2013 20
014

ECU & Sensors 0.05 0

0.75 2 4 7

Motor & Con

ntroller 0.02 0.5 1.5 3 5

Battery charrger & BMS 0.02 0.5 1.5 3 5

Fuel Injectio
on System 0.001 0
0.01 2 7 15

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1000000
900000
800000
2010
700000
2011
600000
2014 2012
500000
400000 2013

300000 2
2012 2014
200000
100000
0 20
010

Complete Hybrid 
Motorcycle

CAU Hybrid Motorcycle Production

n (Complete Unit)
U Forecas
st

2010 2011 2012 2013 2014

5000 120000
0 300000
0 450000 1000000

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CAU Hy
ybrid Moto
orcycle Bus
siness Sale
e Profits Fo
orecast

30
00

25
50

201
10 ‐ US$425/U
Unit, Total 
200 US$2.13M
201
11 ‐ US$375/U
Unit, Total 
1
150 US$45M
201
12 ‐ US$325/U
Unit, Total 
1
100 US$97.5M
201
13 ‐ US$295/U
Unit, Total 
50 US$132.75M
201
14 ‐ US$275/U
Unit, Total 
US$275M
0

Hybrid
d Motorcycle Estimate Salees Profit in milllion 
US$

Complete Hybrid Motorc

cycle Estimate Sales Profits in million U
US$

7
70

6
60

50

40 201
10 ‐ 3 Lines, US$1.5M
201
11 ‐ 25 Lines, U
US$12.5M
30
201
12 ‐ 60 Lines. U
US$30M
20
201
13 ‐ 90 Lines, U
US$45M
10
201
14 ‐ 122 Lines,, US$61M
0

Final Assembly Prooduction Line SSales Forcast in 
Million USS$ (0.5 M US$
$/line)

F
Final Assemb
bly Production Line Sales profits Forec
cast in Million
n US$

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450

400

350

300
2010 ‐ US$1.378M
250
2011 ‐ US$26.53M

200 2012 ‐ US$131M

2013 ‐US$346M
150
2014 ‐US$675M

100

50

0
ECU & Sen
nsors M
Motor &  Battery charrger  Fuel Injection 
Co
ontroller & BMS Syystem
 
CAU H
Hybrid compon
nents sale profiits forecast in M
Million US$ 

Hybrid Com
mponents 2010 20
011 20
012 20
013 201
14

ECU & Sens

sors 0.75 11.25 3
30 6
60 10
05

Motor & Con

ntroller 0.24 6 1
18 3
36 60
0

Battery charrger & BMS 0.36 9 2

27 5
54 90
0

Fuel Injectio
on System 0.028 0.28 5
56 19
96 42
20

Sub- Total US$1.378

8M US$26.53M US$
$131M US$3
346M US$6
675M

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1200

1000

800 2010 ‐ US$5.008M

U
2011 ‐ US$84.03M
U

600 2012 ‐ US$258.5M

U
2013 ‐ US$523.75M
U
2014 ‐USS$1,011M
400

200

0
CAU Hyb
brid Motorcyccle estimate ggross profits (M
Million US$ ) 

CAU Hybrid Motorcycle esttimate gross prrofits in million
n US$ (2010~20014) 

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