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Yamaha Motors: USA and India Assessment Task 2 And Presentation Script
Student’s Name
Institution of Affiliation
LAW 480
Date
2
Abstract
The introduction section of this report provides an overview of Yamaha Motors and it also
provides an overview of the report. Yamaha has maintained a high level of performance in a very
competitive motorcycle marketplace. Yamaha Motors SWOT analysis will help you understand
the brand's position, strengths, weaknesses, and opportunities. The Yamaha Motor Group views
enhancing its brand value to be a managerial priority. The Brand Committee, formed in January
2017, has been working on a Global Brand Strategy to increase company value and brand
strength (Yamaha Motors, 2021). It seeks a consistent and internationally united brand strategy
and the distinctive qualities of different businesses. Regarding its strengths, it has a strong brand
reputation, a broad and diversified product line. Its weaknesses include under-penetration in
major markets and under-utilized digital technologies. Its opportunities including the ability to
expand its AI and digital technologies, and can use it to product awareness. Its threats include
competitiveness in the industry, increased spending on R&D, marketing, and sales, and increased
government regulations. PESTEL Analysis method is used to evaluate Yamaha's external
environment and variables impacting its operations such as political, economic, social,
technological, and ecological issues. It should divest from the marine products as Metsäranta
(2018) says sales and profits also fell owing to the factory's planned shutdown for inventory
changes. Yamaha Motors may enter the building construction sector to manufacture 3D printing
equipment. As profitability is among the reasons it should contemplate making such a decision.
The country to enter is the United States. Based on the Porter’s Diamond Model, diverse factors
such as including land, labor, location, population size, and natural resources, as the major
drivers of a nation's competitive economic benefit (Vlados, 2019). The international business
strategy to be adopted by Yamaha Motors in the US construction building market is strategic
alliances that offer diverse benefits to it.
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TABLE OF CONTENTS
Abstract ......................................................................................................................................................... 2
SECTION I ...................................................................................................................................................... 4
Introduction .................................................................................................................................................. 4
Company analysis .......................................................................................................................................... 4
Recommended change: Divest and Invest .................................................................................................... 7
Divest: Marine Products............................................................................................................................ 7
Invest: Building and construction 3D printing machines .......................................................................... 9
Country to enter ......................................................................................................................................... 10
International business and strategy............................................................................................................ 12
Conclusion ................................................................................................................................................... 13
SECTION II ................................................................................................................................................... 15
The Presentation Script ........................................................................................................................... 15
Introduction ........................................................................................................................................ 15
References .................................................................................................................................................. 19
Appendices .................................................................................................................................................. 21
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SECTION I
Yamaha Motors- USA and India
Introduction
Yamaha is a worldwide motorbike manufacturer. Yamaha offers a wide range of products
and is well-known for its engineering excellence. It also sells industrial robots and electrical
devices. Yamaha has maintained a high level of performance in a very competitive motorcycle
marketplace (Yamaha Motors, 2021) It's due to its strong brand equity and clever engineering
emphasis. Yamaha Motors (2021) indicates that it has sales in over 180 countries. In 2016, it
made 1502-billion-yen net revenues. It has always put the client first and invested in trust-
building. It has also fostered an inclusive society. Yamaha now seeks to accelerate expansion in
India. Recently, Asian markets have become increasingly important. It is concentrating on
introducing affordable and low-cost models to these regions to attract a wider client base. It is
also aiming to expand its African markets (Yamaha Motors, 2021). Yamaha Motors SWOT
analysis will help you understand the brand's position, strengths, weaknesses, and opportunities.
For later recommendations on businesses to divest from and invest in, this study will analyze the
present strategy and competitiveness. One of two specified countries, the United States or India,
would be evaluated for its new investments. Detailed advice on future foreign company strategy,
including entrance mode, for the chosen country.
Company analysis
The Yamaha Motor Group views enhancing its brand value to be a managerial priority.
The Brand Committee, formed in January 2017, has been working on a Global Brand Strategy to
increase company value and brand strength (Yamaha Motors, 2021). Brand value is assessed and
analyzed using global indicators, with feedback to enterprises. It also emphasizes internal
5
branding based on its own Basic Brand Structure. It seeks a consistent and internationally united
brand strategy and the distinctive qualities of different businesses.
The marketing tagline “Revs your Heart” was created in 2013 to help Yamaha Motor
fulfill its business objective. This objective reflects its aim to thrill and deliver Kando to
consumers through different innovations and goods (Yamaha Motors, 2021). Innovative,
Exciting, Confident, Emotional, and Ties are the five adjectives that describe Yamaha in 2017.
Since then, Yamaha Motors (2021) says it has worked to increase corporate brand image and
brand strength by promoting the basic brand structure, which includes our corporate objective,
brand motto, and Yamaha's unique style. Figure 2 (appendix 2) indicates its competitive strength
to other companies.
Yamaha's performance and difficulties may be recognized and assessed using SWOT
analysis. Yamaha has a strong brand image that is built on the foundation of great engineering
and high-quality goods. According to Janiah (2019), it has always placed a strong emphasis on
establishing consumer confidence. It has won it a reputable reputation in the motorcycle industry
across the world, as well as satisfied customers. In addition, it offers a broad and diversified
product line. In addition to manufacturing and distributing motorbikes, the company also makes
and supplies industrial robots, marine products, and power equipment. Janiah (2019) states that it
has financial stability and has been operating regularly for many years. Despite fluctuations in
the exchange rate, the firm was able to sustain profitability last year as a result of increased sales
of higher-priced goods. Yamaha Motors (2021), says its net sales were 1502 billion yen in 2016,
with total revenue of 108.6B yen. In 2015, net sales were 1502 billion yen, with total revenue of
108.6 billion yen. It is also centered on the advancement of technology (Janiah, 2021). This is
because the motorcycle business is getting increasingly competitive. As a result, products on the
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worldwide market are becoming increasingly saturated, prompting the industry to spend
substantially on innovation. Figure 1 demonstrates the performance results for the last eleven
years.
Regarding its weaknesses, Yamaha is under-penetrated in major markets. It has minimal
penetration in Asia excluding Japan and South America. Septiyanto, Malik, and Harini (2020)
say in 2016, sales rose in China but dropped in India. Yamaha needs to introduce more cheap
goods to flourish in Asia.
Concerning the opportunities, AI and digital technologies have opened new doors for
automakers such as Yamaha Motors. Digital technology may be used to engage suppliers,
customers, and other stakeholders. Yamaha can utilize digital technologies to raise brand
awareness (Septiyanto, Malik & Harini, 2020). Also, Septiyanto, Malik, and Harini (2020) say
Asian markets are some of the world's fastest expanding. China and India are both fantastic
markets with huge potential. Yamaha may leverage local alliances to expand its market
penetration and sales.
Regarding the threats, the motorbike business is becoming more competitive. Several
local and foreign brands compete for a share of the market in the motorbike business. This has
increased competition and increased spending on R&D, marketing, and sales (Septiyanto, Malik
& Harini, 2020). Also, the regulatory burden on the tech industry has increased. Globally,
governments are strengthening their monitoring and management of the sector. Large firms like
Yamaha are now under compliance pressure.
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Recommended change: Divest and Invest
Divest: Marine Products
PESTEL Analysis method is used to evaluate Yamaha's external environment and
variables impacting its operations.
Politics
The most significant element that directly affects the company's export of automobiles is
the domain of free trade deals between states. So, the more adaptable the trade arrangements, the
better. Similarly, the political situation in the states' key marketplaces is an important issue. A
stable political environment encourages the buying of new cars and musical equipment
(Christopher, 2020). In other words, the more developed as well as peaceful a state is, the better
the people's lifestyle and the more likely good car sales are. Moreover, government backing for
things like an eco-friendly environment is also important when formulating regulations and
evaluating the company's performance.
Economic
Yamaha is a developed country corporation because the dollar is strong. Rapid economic
expansion has been an advantage for Yamaha. The more chances a state's business expansion
provides; the more options a firm has (Christopher, 2020). The state's GDP is a major component
in the success of a company like Yamaha. So, for Yamaha, global economic development is
always a major issue.
Social Factors
The main problem is the culture of buying cars and musical instruments. For example,
places, where people are more likely to acquire hybrid instruments, would naturally benefit firms
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like Yamaha. The interest of society in boats or automobiles, especially electric cars, creates new
markets for Yamaha (Jourdan, Harianto & Hakim, 2018). The income disparity across nations is
a potential danger in this area. This chasm typically deepens the economic differences between
states, threatens companies, and impacts the whole trade. Thus, such disparities threaten firms
like Yamaha.
Issues in Technology
Technology growth has become an opportunity for automakers like Yamaha. E-
commerce is a growing trend for Yamaha. This has always aided the company's commerce.
Technology advancements allow the organization to develop its operations and manage them
more efficiently (Jourdan, Harianto & Hakim, 2018). The emerging marketplace trends in
technology have eased expansion and helped build the culture of acquiring the latest items. This
all helps to speed up the selling of new motors.
Legislation
Yamaha is a world-renowned manufacturer of automobiles and musical instruments. The
development and refinement of consumer regulations have allowed Yamaha to trade efficiently
internationally. Metsäranta (2018) says Yamaha has always produced products that adhered to
worldwide rules and has maintained a favorable reputation in the international market. Yamaha's
customers have always been happy with the legal difficulties.
Ecological Aspects
The Yamaha Company has a chance to capitalize on the effects of climate change. The
reduction in oil reserves is also a chance for Yamahas to offer new technology and innovation in
motors. Metsäranta (2018) asserts that the company's main focus is the worldwide corporations'
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environmentally friendly position. The firm must keep these environmental external variables in
mind when enforcing the regulations.
Divest: Marine Products
According to Yamaha, the sales of its marine goods revenue was 167.0B yen, down
16.3% (32.6billion yen) from the same time last year, while total revenue was 25.4 billion yen,
down 34.6 percent (13.5 billion yen) (Yamaha Motors, 2021). Outboard motor and water vehicle
revenue declined in the second quarter owing to the cessation of business of North American
boat makers and dealers, as well as US manufacturing activities due to the COVID-19 Outbreak
effect as shown in Appendix 3 which indicates its four years’ marine products performance.
Metsäranta (2018) says sales and profits also fell owing to the factory's planned shutdown for
inventory changes. The drop in net sales above indicates the necessity to sell it since it is a less
profitable product area. Divesting out of this segment will help it reduce operational debt,
improve efficiency, and raise shareholder value.
Invest: Building and construction 3D printing machines
Yamaha Motors may enter the building construction sector to manufacture 3D printing
equipment. Profitability is among the reasons it should contemplate entering this manufacturing
area. Buchanan and Gardner (2019) say from 2005, the home usage of 3D printers has become
feasible. Construction 3D printers are 3D printing devices designed for the construction sector. A
3D digital representation of an item is generated using CAD or a 3D scanner. This is followed by
consecutive layers of printing media, which are then combined or fused to produce the object.
The method is laborious, but it allows virtually any form to be made.
Second, 3D printing is related to Yamaha Motors' present commercial activity. Yamaha's
capabilities and knowledge in robotics will help it develop its 3D printing in buildings. Buchanan
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and Gardner (2019) indicate that it will improve the company's financial performance as the
adoption of technology in the building construction sector grows rapidly, with developed nations
likely to adopt it quickly. Quatrièmely, Yamaha Motors does have the resources, ingenuity, and
technology to invest in this new market (Buchanan & Gardner, 2019). As a consequence, it will
be able to successfully compete with other industry participants.
Country to enter
Two countries, the United States of America and India, are included in this study. Porter's
Diamond Model is employed for inlay purposes. According to the Porter Diamond Framework,
nations may develop new factor benefits for themselves, including a strong technological
industry, a trained workforce, and government economic assistance (Vlados, 2019). It is
demonstrated by appendix 4 which provides an outlook of the nature of the US building
construction industry. Most conventional theories of world economics vary in that they cite
aspects or variables, that a nation or area has naturally, including land, labor, location, population
size, and natural resources, as the major drivers of a nation's competitive economic benefit
(Vlados, 2019). Another usage of the Porter Diamond Framework is in business strategy, where
it is used as a framework to assess the relative benefits of operating and investing in different
national markets.
In terms of company strategy, structure, and competition, the situation in which
businesses operate has a significant impact on how businesses are formed, structured, and
managed. Datrika, Khan, and Ali (2017) suggest that it influences their strategy and structure.
Domestic competition is also important for international competitiveness because it encourages
businesses to build distinctive and long-term strengths and skills. In the United States, there is
fierce rivalry, which will force Yamaha Motors to innovate, but in India, there is less
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competition. In terms of factor conditions, or the natural, capital, and human resources present in
a country, the United States has more than India (Vlados, 2019). More produced factor
circumstances exist in the United States, such as a qualified workforce, excellent infrastructure,
as well as a scientific knowledge foundation. These 'made' factor circumstances, according to
Porter, are more significant than 'natural' market forces that are already existent. The other aspect
is the current state of demand (Vlados, 2019). The level of attractive industries inside a country
is primarily determined by domestic demand. A wider market implies more problems, but it also
offers more possibilities for the firm to develop and improve. In contrast to India, the United
States of America has a more sophisticated demand from local customers, which might
encourage Yamaha Motors to expand, develop, and enhance quality as demonstrated by
appendix 5 demonstrates the state of India’s construction industry. In this approach, the
government also plays an important role. The government is depicted as both a catalyst and a
competitor in Porter's Diamond Model. In comparison to India, the US government can promote
and push businesses to achieve higher levels of competition (Vlados, 2019). It may be more
beneficial to Yamaha Motors than the current market conditions in India. India and the United
States have comparable problems with rising investment in terms of strategy and structure, while
the United States leads in terms of contemporary business structures. Even though both nations
are investing in infrastructure and technology, the United States is well ahead of India in these
areas.
Given the foregoing circumstances, it is apparent that the United States enjoys a
competitive edge over China for Yamaha Motors. Although both nations are trying to improve
the aforementioned criteria, it suffices to say that the United States is the more powerful. Dixit
and Joshi (2011) say there are several reasons for Yamaha Motors to select the United States. It
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features a business-friendly atmosphere and prioritizes quality of life aspects such as technology,
supply chain, infrastructure, and workforce. The country's variety and flexibility are what allow
firms from various nations and industries to prosper and find their position in the market.
International business and strategy
Investing in the building construction industry in the United States of America is
something that Yamaha Motors should explore. Because of the benefits that would accrue from
producing 3D printing equipment, this industry should give serious consideration to the
possibility of doing so. Yamaha has a competitive edge in this market because, following its
Basic Brand Structure, it is prioritizing the enhancement of internal branding (Chakma, 2018).
Yamaha is also well-equipped with digital technology, which allows the company to engage with
suppliers, consumers, and other stakeholders more effectively. When it comes to increasing
brand identification and awareness in a new area, Yamaha may benefit from digital technologies.
Yamaha has successfully serviced its consumers in some other overseas areas as well. If
it retains this element in the United States, providing consumers with the best appropriate service
and product will result in the development of loyal customers there (Chakma, 2018). Yamaha's
regional marketing by OMDO, which is armed with a cutting-edge, worldwide vision and
product knowledge, strives to gain long-term support for the Yamaha business, both from
individual consumers and also from the surrounding community.
Yamaha's entry into the targeted market would be most effectively accomplished through
strategic alliances and partnership arrangements. In business, a strategic alliance is a partnership
between two or more firms that allows them to achieve specific strategic objectives that they
would not be able to do on their own (Chakma, 2018). The strategic partners retain their position
13
as separate and independent legal entities, enjoy the advantages of the partnership and control
over it, and continue making contributions towards the alliance until the agreement is canceled
by one of the parties (Chakma, 2018). Alliances between firms that are headquartered in various
parts of the world are commonplace in the global economy, especially between multinational
corporations (Chakma, 2018). Yamaha should take into consideration this entry option, which
would include forming relationships with established firms in the same field.
Yamaha will reap a variety of benefits as a result of implementing this entry method.
When it comes to achieving a fundamental company aim, this entry method is crucial to its
success. Kimble et al. (2021) assert that the creation or preservation of a competitive edge or
other sustainable competitive advantage is vital. Yamaha will be able to fend off competition
threats since the construction and building sector in the United States is extremely competitive
(Kimble et al., 2021). The organization will also have the capability of establishing and
maintaining its strategic decisions. A partnership with another company will also help it to
reduce a substantial risk to its operations.
Conclusion
Yamaha's SWOT analysis helps in understanding the brand's position, strengths,
weaknesses, and opportunities. Yamaha has maintained a high level of performance in a very
competitive motorcycle marketplace. Yamaha is concentrating on introducing affordable and
low-cost models to these regions. It has a strong brand image built on the foundation of great
engineering and high-quality goods. The company also makes and supplies industrial robots,
marine products, and power equipment. For Yamaha, global economic development is always a
major issue. Technology advancements allow the organization to manage its operations more
efficiently. Yamaha Motors may enter the building construction sector to manufacture 3D
14
printing equipment. The company's main focus is the worldwide corporations' environmentally
friendly position. Divesting out its marine segment will help reduce operational debt, improve
efficiency, and raise shareholder value. Compared to India, the USA has developed new factor
benefits for themselves, including a strong technological industry and trained workforce.
Domestic competition is also important for international competitiveness. The United States has
more than India in terms of factor conditions, or the natural, capital, and human resources. The
USA has a wider market, but it also offers more possibilities for the firm to develop and
improve. Yamaha Motors should consider investing in the building construction industry in the
United States. It has a competitive edge in this market because of its focus on internal branding
and a well-equipped with digital technology. Yamaha should take into consideration this entry
option, which would include forming relationships with established firms in the same field which
will fend off competition threats, reduce a substantial risk to its operations. And allow it to
sustain its strategic decisions.
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SECTION II
The Presentation Script
Introduction
The introduction section of this report provides an overview of Yamaha Motors and it also
provides an overview of the report. Yamaha offers a wide range of products and is well-known
for its engineering excellence. Its SWOT analysis helps in the understanding of the brand's
position, strengths, weaknesses, and opportunities. Over the years has maintained a high level of
performance in a very competitive motorcycle marketplace. Yamaha Motors SWOT analysis will
help you understand the brand's position, strengths, weaknesses, and opportunities. For
recommendations on businesses to divest from and invest in, this study will analyze the present
strategy and competitiveness. One of two specified countries, the United States or India, would
be evaluated for its new investments. Also, a detailed advice on future foreign company strategy,
including entrance mode, for the chosen country is provided.
Company analysis
The Yamaha Motor Group views enhancing its brand value to be a managerial priority. The
Brand Committee, formed in January 2017, has been working on a Global Brand Strategy to
increase company value and brand strength (Yamaha Motors, 2021). It seeks a consistent and
internationally united brand strategy and the distinctive qualities of different businesses. Yamaha
Motors (2021) says it has worked to increase corporate brand image and brand strength by
promoting the basic brand structure, which includes our corporate objective, brand motto, and
Yamaha's unique style. Janiah (2019) states that it has financial stability and has been operating
regularly for many years. Despite fluctuations in the exchange rate, the firm was able to sustain
profitability last year as a result of increased sales of higher-priced goods. Yamaha Motors
(2021), says its net sales were 1502 billion yen in 2016, with total revenue of 108.6B yen. In
16
2015, net sales were 1502 billion yen, with total revenue of 108.6 billion yen. It is also centered
on the advancement of technology (Janiah, 2021).
Regarding its strengths, it has a strong brand reputation, a broad and diversified product line.
Septiyanto, Malik, and Harini (2020) say in 2016, sales rose in China but dropped in India.
Yamaha needs to introduce more cheap goods to flourish in Asia.
Its weaknesses include under-penetration in major markets and under-utilized digital
technologies. Septiyanto, Malik, and Harini (2020) say in 2016, sales rose in China but dropped
in India. Yamaha needs to introduce more cheap goods to flourish in Asia.
Its opportunities including the ability to expand its AI and digital technologies, and can use it to
product awareness. Septiyanto, Malik, and Harini (2020) say China and India are both fantastic
markets with huge potential. Yamaha may leverage local alliances to expand its market
penetration and sales
Its threats include competitiveness in the industry, increased spending on R&D, marketing, and
sales, and increased government regulations. Septiyanto, Malik, and Harini (2020) says it has
increased competition and increased spending on R&D, marketing, and sales
PESTEL Analysis method is used to evaluate Yamaha's external environment and variables
impacting its operations such as political, economic, social, technological, and ecological issues.
Christopher (2020) asserts that a stable political environment, rapid economic expansion, income
disparities, legislations, and technological issues affects its operations.
Divest from the marine products segment
17
It should divest from the marine products as Metsäranta (2018) says sales and profits also fell
owing to the factory's planned shutdown for inventory changes. Yamaha Motors (2021) says the
sales of its marine goods revenue was 167.0B yen, down 16.3% (32.6billion yen) from the same
time last year, while total revenue was 25.4 billion yen, down 34.6 percent (13.5 billion yen).
Investing in building construction industry dealing on 3D printed machines
Yamaha Motors may enter the building construction sector to manufacture 3D printing
equipment. As profitability is among the reasons it should contemplate making such a decision.
Buchanan and Gardner (2019) say from 2005, the home usage of 3D printers has become
feasible. Construction 3D printers are 3D printing devices designed for the construction sector.
Buchanan and Gardner (2019) add that it will improve the company's financial performance as
the adoption of technology in the building construction sector grows rapidly, with developed
nations likely to adopt it quickly.
Country to divest and Invest: USA and India
Two countries, the United States of America and India, are included in this study. Porter's
Diamond Model is employed for inlay purposes. According to the Porter Diamond Framework,
nations may develop new factor benefits for themselves, including a strong technological
industry, a trained workforce, and government economic assistance (Vlados, 2019). Most
conventional theories of world economics vary in that they cite aspects or variables, that a nation
or area has naturally, including land, labor, location, population size, and natural resources, as
the major drivers of a nation's competitive economic benefit (Vlados, 2019).
The country to enter is the United States. Based on the Porter’s Diamond Model, diverse factors
such as including land, labor, location, population size, and natural resources, as the major
18
drivers that supported the USA as the country of choice as well as competitive economic benefit
(Vlados, 2019).
The international business strategy
The international business strategy to be adopted by Yamaha Motors in the US construction
building market is strategic alliances that offer diverse benefits to it. It will allow it to retains this
element in the United States and it allows them to achieve specific strategic objectives that they
would not be able to do on their own. Also, it will allow it to retain its position as a separate and
independent legal entity, enjoy the advantages of the partnership and control over it, and
continue making contributions towards the alliance until the agreement is canceled by one of the
parties (Chakma, 2018).
Conclusion
The conclusion provides a summary of the key findings of this report.
19
References
Buchanan, C., & Gardner, L. (2019). Metal 3D printing in construction: A review of methods,
research, applications, opportunities, and challenges. Engineering Structures, 180, 332-
348.
Chakma, A. (2018). International Business Strategy of TVS Motor Company: A Focus on
Bangladesh Two Wheeler Motorcycle Industry. Available at SSRN 3272187.
Christopher, T. A. (2020). Business law and practice.
Datrika, V. M. R., Khan, M., & Ali, A. (2017). Two-Wheeler Consumer Behaviour Towards
Perceived Quality. Two-Wheeler Consumer Behaviour Towards Perceived Quality
(December 16, 2017).
Dixit, S., & Joshi, M. (2011). Enhancing Competitiveness of Indian Automobile Industry: A
Study Using Porters Diamond Model. Management & Change, 15(1&2).
Isnaniah, L. K. S., & Marbun, P. (2019). An Analysis of Management Information Procedure in
PT. Yamaha Tembung, Medan, Indonesia. Budapest International Research and Critics
Institute (BIRCI-Journal): Humanities and Social Sciences, 2(4), 599-608.
Janiah, S. (2019). Strategic management efe-ife matrix, SWOT analysis, competitive profile
matrix (cpm) dan bcg matrix pada pt yamaha. Jurnal Ekonomi Manajemen Sistem
Informasi, 1(2), 188-196.
Jourdan, M., Harianto, H., & Hakim, I. A. (2018). Dry port business development strategy.
Jurnal Aplikasi Manajemen, 16(4), 553-564.
20
Kimble, C., Ives, J., Orr, S. S., & Sours, M. H. (2021). An Internationally Based American
Entrepreneur and Expansion Challenges in the United States. International Leadership
Journal, 13(1).
Metsäranta, V. (2018). E-bike market possibilities in Taiwan.
Septiyanto, I., Malik, D., & Harini, C. (2020). Application of marketing strategy to improve sales
of 3w network products using swot analysis (Case Study at PT. AJ Central Asia Raya
Semarang Branch). Journal of Management, 6(1).
Vlados, C. (2019). Porter’s diamond approaches and the competitiveness web. International
Journal of Business Administration, 10(5), 33-52.
Yamaha Motors (2021). Overview: Corporate profile and facts about Yamaha Motor. Yamaha
Motors Ltd. Retrieved on October 17th , 2021, from, https://global.yamaha-
motor.com/about/overview/
21
Appendices
Figure 1: Yamaha Motors Integrated Financial Results, 2021 (Appendix 1)
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Figure 2: Yamaha Competitor Strength Grid (Appendix 2)
23
Figure 3: Yamaha 4-year marine products financial performance
24
Figure 4: US total construction statistics for a period of five years (Appendix 4)
25
Figure 5: Overview of India's building construction industry
