ANALISIS STRATEGI

YAMAHA MIO: WHEN MOTORCYCLE ACQUIRES A GENDER

Ditujukan untuk memenuhi tugas mata kuliah manajemen stratejik

Oleh:

Aditya Jakapratama 120112160501

Ervani Pujastuti 120112160503

Ika Setiawaty 120112160505

PROGRAM PROFESI AKUNTANSI

UNIVERSITAS PADJADJARAN

2017
I. Introduction
Indonesia was the the worlds largest archipelagic state, comprised of 17.508
island which were scattered over both sides of equator. The five largest islands
were Java, Sumatera, Kalimantan (The Indonesian part of Borneo), New Guinea
(Shared with Papua New Guinea), and Sulawesi with population of over 234
million people, it was the worlds fourth most populous country. At 1.919.440
square kilometers, Indonesia was the worlds 16th largest country in terms of land
area.
Indonesian motorcycle market was divided among three big players, Honda
(50%), Yamaha (24%) and Suzuki (23%). Although Yamaha was the leader in
automatic motocycle, Honda still led the market.
Ten to thirteen percent of these female inhabitants were motorcyclists made
very large open market for prospective female consumer. From the supplier side,
it seemed manufactures were aware of the fact, but they were unsure of this
female market prospect. The big segment of female consumer remained
untouched.
Bambang Asmarabudi, General Manager of marketing and promotion of
Yamaha motor kencana (YMKI) in 2006 gave birth to Yamaha Mio, an automatic
scooter designed and marketed with a specific target: the female driver.
Indonesian demographic research data showed that men and women who rode
motorcycles were an equal portion. At that time, none of the manufacturers
responded to this potential market, much less attempted to fill gap, and Mio was
the first. Some Yamaha Scooter Matic Products seen below

1
 Yamaha Nouvo (the First Scooter Matic)

Yamaha Mio 2003

II. Definition of problems

1. Mio was not bought by women as target market
2. Honda is still as a market leader
III. Problem Analysis
1. Current situation
a. The marketing strategy was unsuccessful
b. Yamaha market was only 24% among three big players
c. The first scooter failed to meet the needs on Indonesian target market
d. Only 10% of 24% are women users
e. In 2006 sales are 40.000 units per year
2. Strategic Posture
1. Mission
Easy to drive and came in a size that fitted most women
2. Objectives
a. Yamaha mio was a scooter specially designed for young women ages
ranged from 17 to 35 years old
b. The leader in automatic motorcycle
c. The biggest motorcycle producer, single distributor, and brand royalty
(Agen Tunggal Pemegang Merk-ATPM)

2
 d. Superior quality, product flawless, never ending innovations, and
customer services
3. Strategies
a. Changed the paradigm by suggesting that Indonesian women were
brought minded and not left behind by their male peers
b. Equipped with more than 800 dealers all over Indonesia
c. Provided service maintenance and more than 140.000 pieces of spare
parts available
d. Mio was divided into four types of women drivers the town racer,
teenage driver, feminine driver, sophisticated woman driver
e. The campaign strategy was divided into two lines: above the line and
below the line
4. Policies
a. Promotion above line campaign activities consisted of press
conferences, teaser advertising, and radio sports in local area
b. Promotion below line campaign included opening Yamaha Mio riding
lessons in different high schools and campuses for ladies
c. Increased sale every year
d. Single Distributor and brand Royalty

IV. Strategic Managers

1. Board of Directors
GM Marketing and Promotion was very experience in Industry
2. Top Management
General Manager and Vice President are from abroad

V. External Environment
1. Natural Environment
a. Growing up users of scooter matic
b. Dynamic lifestyle
2. Societal Environment
a. Economic
i. People buying ability decreased (T)
ii. Exchange rate decreased (T)
3
 b. Technological
i. Vehicles technology was increasing fast (O)
ii. Advanced features of scooter matic (O)
c. Political-Legal
i. Price of fuel oil was increasing (T)
d. Sociocultural
i. Dynamic lifestyle increased (O)
ii. Consumption type of people (O)
iii. Third party service such as a paid riding motorcycle service called
Ojek (O)
3. Task Environment
a. Indonesia market is extremely competitive-consumers demand high
quality with low price (T)
b. Indonesian consumer needs stylish shape of scooter matic (O)
c. Rivalry High. Honda Beat, Suzuki Spin, Kymco Free LX (T)
VI. Internal EnvironmentDivisional Structure:
1. Corporat Structure
a. Production & engineering had continuous training (S)
b. Sales divided in two functions; chief area and service spare part (S)
c. Centralized major decision by General Manager (W)
2. Corporate Culture
a. Production processed by recent robotic technology and computerized
quality control in every step of the production process (S)
b. Intense of doing research and development (S)
c. Special and continues training (S)
d. Modern Supporting facilities (S)
e. The dealers followed strict quality control provided by Yamaha (S)
3. Corporate resources
a. Marketing
i. Yamaha brand are known well (S)
ii. Marketing strategy was unsuccessful (W)
iii. Costly marketing expense (W)
b. Finance
i. Revenue are up slightly (S)

4
 c. R&D
i. Process oriented with focus on quality (S)
ii. Yamaha becoming an innovative company in technology (S)
iii. Lack of research about Indonesian need (W)
d. Operations
i. Plants located in Indonesia at Karawang and Pulo Gadung, East
Jakarta (S)
ii. Three assembling lines operating 24 hours with production capacity
of more than 3.500 units per day (S)
iii. Fluctuating in material procurement price (W)
e. Human Resources
i. Continues training of technicians (S)
f. Information System
i. not mention in case

VII. Analysis of Strategic Factors

1. Situational Analysis (SWOT)
a. Strengts
1. Production & engineering had continuous training
2. Sales divided in two functions: chief area & service spare part
3. Production processed by recent robotic technology & computerized quality
control in every step of the production process
4. Intense of doing research & development
5. Special & continuous training
6. Modern supporting facilities
7. The dealers follow strict quality control provided by Yamaha
8. Yamaha brand are well known
9. Revenue are up slightly
10. Process oriented with focus on quality
11. Being an innovative company in technology
12. Plants located in Indonesia
13. High production capacity
b. Weakness
1. Centralized major decision by general manager

5
 2. Marketing strategy was unsuccessful
3. Costly marketing expense
4. Lack of research about Indonesia need
5. Fluctuating in material procurement price
c. Opportunity
1. Advanced features of scooter matic
2. Dynamic lifestyle increased
3. Consumption type of people
4. Third party service called Ojek
5. Indonesian needs stylish shape of scooter matic
d. Threat
1. Vehicle technology was increasing fast
2. People buying ability decreased
3. Price of fuel oil was increasing
4. Consumers demand high quality with low price
5. Rivalry high. Honda beat, Suzuki Spin, Kymco Free LX

Tabel 1.1 IFAS

Faktor Strategis Bobot Rating Skor Keteran
Internal gan

A. Kekuatan
1. Production & engineering had
0.10 5 0.50 Key for
continuous training high
quality
2. Sales divided in two functions: 0.08 3 0.24
product
chief area & service spare part
5 0.50
3. Production processed by recent 0.10 Focus on
each
robotic technology &
spesialize
computerized quality control in d
every step of the production
5 0.50 Produce
process 0.10 best
3 0.09 product in
4. Intense of doing research &
0.03 3 0.09 public
development 0.03
5 0.25
5. Special & continuous training
0.05
6. Modern supporting facilities 5 0.20
0.04
7. The dealers follow strict quality
4 0.40 Success
control provided by Yamaha 0.10 5 0.50 key in

6
8. Yamaha brand are well known 0.10 industry
3 0.06
9. Revenue are up slightly
0.02 2 0.08 Key for
10. Being an innovative company in 0.04 high
quality
technology
product
11. Plants located in Indonesia Achieving
modern
12. High production capacity
product

Provide
best
product

Easy for
Expansion
Total Kekuatan (S)
0.79 48 3.41

B. Kelemahan
1. Centralized major decision by
0.06 2 0.12
general manager
2. Marketing strategy was 0.04 2 0.08
unsuccessful
0.02 3 0.06
3. Costly marketing expense 0.06 4 0.24
4. Lack of research about Indonesia
need 0.03 2 0.06
5. Fluctuating in material
procurement price

Total Kelemahan (W) 0.21 13 0.56

TOTAL skor (S+W) 1 61 3.97

Tabel 1.2 EFAS

Faktor Bobot Rating Skor Keterangan
Strategis
External

A. Opportunity
1. Advanced
0.05 5 0.25
features of scooter
0.15 5 0.75
matic 0.1 4 0.40
2. Dynamic lifestyle
0.1 4 0.40
increased 0.05 3 0.15
3. Consumption type
of people
4. Third party

7
 service called
Ojek
5. Indonesian needs
stylish shape of
scooter matic

Total Kesempatan 0.45 21 1.95

(O)

B. Threat
1. Vehicle technology
0.1 5 0.50
was increasing fast
2. People buying
0.05 4 0.20
ability decreased
3. Price of fuel oil was
increasing 0.05 4 0.20

4. Consumers demand
high quality with 0.15 5 0.75

low price
5. Rivalry high. 0.2 5 1.00

Honda beat, Suzuki

Spin, Kymco Free
LX

Total Ancaman (T) 0.55 23 2.65

TOTAL skor (O+T) 1 44 4.6

8
 IFAS Strength Weakness

S1. Production & W1. Centralized major

engineering had continuous decision by general manager
training W2. Marketing strategy was
S2. Production processed by unsuccessful
recent robotic technology & W3. Costly marketing
computerized quality control expense
in every step of the W4. Lack of research about
EFAS production process Indonesia need
S3. Intense of doing research W5. Fluctuating in material
& development procurement price
S4. Revenue are up slightly
S5. Being an innovative
company in technology
Opportunity SO Strategy WO Strategy
1. with their robotic 1. improve marketing
O1. Advanced features of technology, the
strategy
scooter matic company can
produce more 2. eliminating non
O2. Dynamic lifestyle modern and
value added costs
increased innovative
motorcycles
O3. Consumption type of 2. producing automatic
people motorcycles that can
be used by all gender
O4. Third party service
called Ojek
O5. Indonesian needs
stylish shape of scooter
matic

Threat ST Strategy WT Strategy

1. developing fuel 1. merger with supplier
T1. Vehicle technology injection technology
company
was increasing fast 2. developing a more
attractive motorcycle
T2. People buying ability model and adding
decreased more sophisticated
features
T3. Price of fuel oil was
increasing

9
 T4. Consumers demand
high quality with low
price
T5. Rivalry high. Honda
beat, Suzuki Spin, Kymco
Free LX

Business Strategy

Business strategy focuses on improving the competitive position of the product or

service of a company or business unit within an industry or specific market
segment served by a company or business unit. Yamaha business strategy is a
Focus Differentiation Strategy where the strategy is focused on the ability of a
company to provide unique value and superior to the spesific buyer in terms of
product quality, special characteristics, or after sales service.

In 2003 at the time of launching the first matic scooter Nouvo, Yamaha used the
Differentiation strategy strategy business strategy. Developing new and innovative
products and narrow focus markets that focus only on women.

Corporation Strategy

Yamaha is currently using corporate strategy with emphasis on growth to increase

sales, assets, profits, or a combination of these three elements. Yamaha is a
company that does business in a growing industry and must grow in order to
survive. Growing means increasing sales and opportunities to gain the advantage of
the experience curve to reduce unit cost for the product sold, thereby increasing the
profitability.

VIII. Alternatif Strategy

There are 2 types of strategy that Yamaha could implement, first was Lower
cost starategy. Lower cost strategy focused on the ability of the company or
business unit to design, produce, and market Yamaha Mio efficiently rather than

10
 the competitor. When the company choose broad target then Yamaha could
choose cost leadership, however cost leadership has its own risk on technology
changed and no differentiation at all.
Advantages:
- can provide products that are cheaper than competitors.
- the company does not take longer time to produce new products
Weakness:
- Cant keep up with the technology rapidly.

Second is Differentiation Strategy, the strategy focused on the ability of the

company to provide a unique value and superior to buyer in product quality,
special characteristics, or after sales service.
Advantages:
- With the ease of getting spare parts, good after-sales service, fuel
efficiency, ease of use, can be loyal consumers.
- expanding market share, so not only women, but producing automatic
motorcycle for men

Weakness:
- This type of strategy could bring the company fail to provide a low price to
buyer.
- can be imitated by competitors

IX. Recommendation
According to our group, the proper recommendation for yamaha motorcycle
marketing strategy is the differentiation strategy, the strategy focused on the
ability of the company to provide a unique value and superior to buyer in product
quality, special characteristics, or after sales service.

11
X. Conclusion
Yamaha business strategy is a Focus Differentiation Strategy where the
strategy is focused on the ability of a company to provide unique value and
superior to the spesific buyer in terms of product quality, special characteristics,
or after sales service. But, because of the high market acceptance, Dynamic
lifestyle increased, Consumption type of people in Indonesia, Indonesian needs stylish
shape of scooter matic, the company should change their strategy from focused
differentiation to Differentiation strategy.

12