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Submitted By: PGP/14/260 NITESH KUMAR GUPTA PGP/14/280 MAHTAAB KAJLA PGP/14/287 PRACHI CHAWLA PGP/14/290 RAHUL MITTAL PGP/14/313 VINNY ARYA PGP/14/315 VISHAD DUBEY
Table of Contents
EXECUTIVE SUMMARY .......................................................................................................................... 2 INTRODUCTION ........................................................................................................................................ 3 OUR FOCUS ................................................................................................................................................ 3 YAMAHA INDIA- A BACKGROUND AND NEED FOR CHANGE IN STRATEGY ....................... 3 YAMAHAS CHANGING STRATEGY ..................................................................................................... 4 EXTERNAL ENVIRONMENTAL ANALYSIS ......................................................................................... 5 INDUSTRY ANALYSIS - Two Wheeler Geared Bikes .............................................................................. 8 INDUSTRY ATTRACTIVENESS......................................................................................................... 10 COMPETITIORS ANALYSIS ................................................................................................................. 11 INTERNAL ENVIRONMENT ANALYSIS .............................................................................................. 11 VALUE CHAIN ANALYSIS..................................................................................................................... 11 YAMAHA INDIAS RESOURCES ........................................................................................................... 13 TANGIBLE RESOURCES .................................................................................................................... 13 INTANGIBLE RESOURCES ................................................................................................................ 13 YAMAHA INDIAS CAPABILITIES ................................................................................................... 14 RESOURCES CAPABILITIES......................................................................................................... 14 YAMAHAS CORE COMPETENCIES .................................................................................................... 16 SWOT ANALYSIS .................................................................................................................................... 17 RECOMMENDATIONS ............................................................................................................................ 18 REFERENCES ........................................................................................................................................... 19 ANNEXURE-A Detailed competitor Analysis........................................................................................... 20 YAMAHA IN PREMIUM SEGMENT .................................................................................................. 20 HERO HONDA MOTORS LTD. ........................................................................................................... 20 HONDA MOTORCYCLES & SCOOTERS INDIA PRIVATE LIMITED .......................................... 21 BAJAJ AUTO Ltd. .................................................................................................................................. 22 TVS MOTORS ........................................................................................................................................ 22 Annexure B Achievements of Premium Segment Bikes of Yamaha ....................................................... 23 Chapter: EXECUTIVE SUMMARY
EXECUTIVE SUMMARY
Yamaha enjoyed a great start in India with its models RX100 and RX135. But, the government ban on two stroke bikes was the biggest breakthrough in Yamahas success. They ran in losses for almost for a decade. Parent company Yamaha Motor Corporation (Japan) has decided to utilize its deep R&D for the Indian markets. Premium segment industry is unattractive for the new entrants due to need of huge initial capital investment. The industry is also affecting by other factors like availability of cars in the same price range, stiff competition. But, rise in per capita income of households, westernization etc. provides an opportunity for the existing players to capture the market. Through this research, we are analyzing one of the new strategies by India Yamaha Motors Private Limited to enter into the premium segment bikes in India. Our research will be focusing to analyze the industry, to study internal and external forces affecting the decision of the company. In this research we have used various strategic tools and frameworks to support our analysis, took the help from various web and literary resources which is given in references section. Yamahas main problems were identified as a late entry in the market, operational inefficiencies and not following aggressive selling. As compared to their competitors, their capabilities are not per standard in the current scenario. However, parent companys financial and technological support facilitates company to show their core competencies to the customers. To improve, Yamaha should focus to increase its production capacities. They should utilize their premium technology by giving focus to introduce new range of products to satisfy the consumer needs. They should also give importance to market the product well.
INTRODUCTION
India is the second largest manufacturer of motorbikes in the world after China. The motorbikes market is considered as a big bull of Indian automobiles industry. In India, the share of motor bikes in the twowheeler industry has risen to 80% from 30% in the last decade and a half [Refer. Figure 3 Annexure A], during which annual period sales of motorbikes in the country have grown by a multiple of 13. With strong players like Hero Honda, Bajaj Auto, TVS, Yamaha India etc aim to provide efficiency and comfort ability without compromising on the fun and thrill of riding. These companies provide various variants of motorbikes to satisfy all the types of consumers in the country. In India, four different variants of motorbikes are available in the market with the power engines of 100cc, 125cc, 150-250cc and above 250cc bike.
OUR FOCUS
The premium bikes segment has emerged as the biggest growth segment in India because economy is booming and people moving up the salary bracket. There has also been an increase in distinctive and customized products. Besides growing demand, huge margins in the segment have also led major players in the industry to focus on premium bikes. Premium bikes segment consists of the motorbikes with an engine power of 150-250cc. These bikes come under price range between Rs. 50,000 to Rs. 2, 00,000. 40-45% of the motor bikes demand drives from urban India. The factors for premium segment bikes in India can be the increasing income scales of the households, attractive looks and comforts offered etc. In India, only 31 out of every 1000 persons own motor bikes in India. Still, there is a big scope for this industry to explore. The basic target of every Motor Cycles company is the youth and middle-income households (RS. 300000-Rs. 500000).
Chapter: INTRODUCTION
segment. Its aim is to provide customers the full range of its engineering marvel. With the rising disposable income in India, it has seen an opportunity and attempted to leverage on it. After launching models in premium segment like FZ1, SZ and Fazer, Yamaha India is able to develop a brand image in front of their consumers.
Chapter:
Yamaha can be described as a prospector (especially after the year 2007) as it has been constantly trying to explore new markets and opportunities. It provides bikes for almost every market segment ranging from the 100cc Crux to the 1000cc FZ1. It aims at providing a diversified product range to satisfy a wide variety of customer preferences. It has come up with several innovations like improving fuel efficiency of the bikes, introducing environment friendly engines, reducing the size of the engines and introducing light weight and compact metals for its bikes.
Economic Environment
Tightening of the interest rates by the RBI Makes it difficult for companies to arrange for funds for expansion but it effects the new entrants even more, thus increasing barriers to entry. High Growth Economy with an expected GDP of 8.5% High per capita income results in higher disposable income with the buyers thereby making them less price sensitive. This will decrease the bargaining power of buyers.
Increasing inflow of foreign capital in the country Permission of FDI in the country has attracted many foreign big giants like Harley Davidson to enter into the Indian market. As these companies are already very competent with high technologies and financial resources, the entry barrier will not be any issue and thus will increase the threat of competitors in the industry. Combined Goods and Services Tax is expected by 2011 which is expected to remove the cascading effect caused due to multiplicity of taxes. Deregulation of petrol has led to increase in prices and increase in commission to petrol pump owners and will continue the spiral This shall increase the cost of ownership of the vehicle thereby making them demand for more fuel efficient vehicles. Since the choice of the vehicle can save the buyer the running expenses, this shall make the Bargaining power of buyers high
Technological Environment
Chapter: EXTERNAL ENVIRONMENTAL ANALYSIS Bikes with higher engine capacities have done commendably well on the Indian roads. Bike styling and fuel efficiency has also seen major developments. The new technologies including the mono shockers, back and front disc brakes, the magnum wheels, DiASil Cylinder etc. are some things that many companies are looking forward to. This decreases the bargaining power of buyers as the product becomes more differentiated and companies woo new customers with innovative products. It also increases the competition in the industry thereby increasing the industry rivalry. Yamaha has been able to involve many of these technology trends in its latest bikes i.e. FZ & FZS. Yamaha also developed CF Aluminum Die Casting Technology for mass production of Aluminum. This helped in reducing the weight of the parts.
Legal Environment
Due to the steep fuel prices in India, the sector is driven by demands for fuel efficient automobile systems. Hence, the regulations on fuel efficiency are less. As discusses before, it increases the bargaining power of buyers. The vehicular emission regulations are taken care by Society of Indian Automobile Manufacturers (SIAM)
Delhi High Court came out with a ruling that a comprehensive insurance policy for vehicles which also covered the pillion rider on a two-wheeler should be offered by all the insurance firms. This was accepted by all insurance firms after much deliberation.
Environmental Forces
Demand for two wheelers is increasing and thereby overcrowding the roads. Another problem is the adherence to emission norms because of the lack of infrastructure for inspection. Because of Euro II, there will be a lot of pressure on the two-wheeler industry to come up with greener technologies. This shall compel the companies to invest in innovation and R&D thereby reducing their profits and making the industry unattractive for the new entrants thus decreasing the threat of new entrants. In light of this Yamaha educates its employees about hazardous materials in products and has implemented LCA methodologies. Yamaha improved its production and air conditioning equipment to reduce greenhouse gas emissions.
International Environment
The two wheeler industry is currently growing at a CAGR of 9.45% from, and has thereby drawn the interest of a number of international players. Suzuki Hayabusa, Kawasaki Ninja, Suzuki Zeus, is some of the bikes which are already launched in India. These players cater to a very specific customer segment but due to the high margins make a profitable venture for players like Harley Davidson, BMW etc. However, for long term sustainability in India every player will have to enter in the market in the premium segment range. Increases the threat of new entrants and industry rivalry since more and more companies would soon be vying for the same customer segment which currently is not that large in size.
THREAT OF SUBSTITUTES
- The political influence of incumbents helps them get favors from the government which makes it difficult for new entrants to flourish - HIGHER-END BIKES: Higher end bikes such as Kawasaki Ninja (Priced at Rs 2.7 lacs, Ninja is a 250cc 4-stroke bike), BMW bikes (Priced at Rs 18 lacs upwards and models like R 1200 GS, S 1000 RR and bigger K series bikes with 4-cylinder engines), Ducati (Priced up to Rs 10-45 lacs, with 15 different models including, Hyper Motard, Monster, Street Fighter, Desmosedici RR, SBK and Sport Classic, which are powered by 696- 1,198cc engines) have also entered into India. Since they have global presence and strong brand recognition worldwide, Bikes such as Yamaha R15, R1 can face competition from these players, but the customer base in high end market is not very significant. - The barriers to entry is very high due to presence of strong players like Yamaha, Hero Honda, TVS - Industry growth rate(CAGR) in past decade is almost 10% which is definitely not so much lucrative after liberalization and Indias GDP has grown up to 8% - After the liberalization policy of 91 barriers to entry for this segment has reduced and government regulations and taxes have been relaxed. - Cost disadvantage would be there for the new players since existing players already benefiting from economies of scale. - Initial Capital Requirement for setting up production plant, marketing costs, supply chain management would be high - Access to Distrubution channels would be tough and capital intensive if the new competitor doesnt tie up with any of existing player. (e.g. Kawasaki has tie up with Bajaj Motor Limited) OVERALL: LOW Rationale: Looking at the high barriers to entry due to the initial capital requirements and other infrastructure like access to distribution channels and also the low growth rate, the industry should not see many new players entering the arena. - High per capita income makes buyers less price sensitive thereby decreasing the bargaining power - High expectations from buyers in terms of Styling and power - Due to increase in number of models in all the categories, the buyers are empowered to a large extent. - Dealers threat of backward integration is low as the capital investment required is very high and buyers are small and fragmented. - Importance of the product to buyers is high due to other factors like traffic congestion, fuel prices - Product differentiation definitely exists and whole industry is different from other industries - The other industries are having products that can act as substitutes but then the switching costs of buyers is high OVERALL: HIGH
- The concentration of competitors is high i.e. Bajaj Auto, Hero Honda, KMC, Royal Enfield, TVS, LML etc - The relative size of competitors is large and they have enough operational excellence and financial muscle. - Product differentiation is low as any product being matched in a few months by competitor. - Industry growth rate(CAGR) in past decade is almost 10% which is definitely not so much lucrative after liberalization and Indias GDP has grown up to 8% - Industry is earmarked with high profit margins - Buyers switching costs are low as each company has its own portfolio of products and it can cater to each and every segment OVERALL: HIGH/VERY HIGH Rationale: The industry is earmarked with large and powerful competitors like Bajaj and Hero Honda, who already have a huge market share. Due to moderate industry growth rate of 10%, the struggle to increase sales is being reduced to a constant-sum game where everyone is trying to outsmart the competitors by innovations and price wars.
INDUSTRY ATTRACTIVENESS
From the analysis done, we can see that its really very difficult for a new entrant to see the industry as economically viable to enter. The reasons for unattractiveness of industry for a new entrant are: High bargaining power of buyers Requires huge investment in R&D Difficult to set a sales and distribution model across the country
But for an incumbent the equation changes and with the rising levels of per capita income of people, the Indian two wheeler market offers a decent potential for growth. This growth is relevant in the light of the fact that 70 per cent of Indias population is below the age of 35 Years and 150 million people [Refer Figure 1Annexure A]. The threat of new entrants, the threat of substitutes as well as bargaining power of suppliers are favorable forces. Even though the industry is bound to see a lot of competition, looking at the high profit margins along with some moderate growth opportunities, we would say that the Industry is Attractive.
INDUSTRY RIVALRY
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COMPETITIORS ANALYSIS
PRODUCTION CAPACITY (in units) 3900000 1000000 3690000 2420000 600000 IN PROFITS? No. of models in 150cc+ bikes 5 2 4 4 3 Variants
Big players such as Hero Honda and Bajaj (as shown in the figure above) have exercised a huge Bargaining power over suppliers as well as buyers. As such, Yamaha receives heavy competitive pressures especially on grounds of the cost as well as distribution leadership assumed by these players. Currently Yamaha is providing bikes only in 150cc whereas their counterparts are have already launched their bikes in 150-250c bikes. Also, Yamahas annual capacity is very less as compared to other competitors. [refer Annexure A for detailed competitor analysis]
YAMAHA will replace or repair at its Authorized Dealership free of charge, those parts which may be found on examination to have manufacturing defect, within 2 years from the date of sale of Motorcycle or first 30,000 kilometers of its operation, whichever occurs first, to the purchaser. YAMAHA warrants the products to be free from manufacturing defects for a period of two (2) years from the date of sale of the Motorcycle or first 30,000 kilometers of its operation, whichever occurs first. If during this period of warranty the Motorcycle proves to be defective due to material or workmanship, YAMAHA through its Authorized Dealers will repair the Motorcycle without charging the labor or parts value as per the terms and conditions
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Customer Satisfaction has always been the top priority of Yamaha and the company is planning to enhance Yamaha Bike Station numbers to 180 from current 100. The Yamaha Best Service Stations are planned to increase to 250. To provide good services, Yamaha ensures the availability of all major parts with their dealers. It also provides engineers to dealers to provide the service to their customers. Service
John Abraham is the Brand Ambassador of Yamaha in India. They usually run their theme with the Campaign Yes Yamaha. They also promote their products through Road Shows, Rock concerts in the country. Yamaha has introduced the unique concept of Yamaha Bike Station (YBS), an authorized Yamaha Dealership with the Best 3S facility - Best Showroom, Best Service Facility and Genuine Parts. Yamaha procures the heavy components from its vendors in Japan and Thailand. However, a motorcycle comprises of over 2000 components which are locally sourced. The two wheeler industry largely sources its parts and components from common vendors in North India (Faridabad being the hub). As such, the supply side is marked by a lot of politics between the vendors and bigger players who have a large appetite to place orders beyond capacity thus creating an artificial scarcity in the market. Yamaha has a policy of ordering for the parts at least three months in advance. They coordinate with their all vendors through software. After deciding the number of bikes to be produced, software automatically sends the order to their all vendors with all the requirements. Also, it is the responsibility of the vendor to provide raw materials at the company gate. Yamaha has two plants i.e. in Faridabad and Surajpur (Noida). Manufacturing of engines and gears are done in Faridabad plant while production runs in Surajpur. Currently, the company has increased its production capacity from 400000 bikes per year to 600000 bikes per year. They have two conveyor lines where bikes can manufacture in parallel in two shifts. Also, they have separate departments for activities like painting, welding etc. The lead time of the bikes is very high as compared to their competitors. Yamaha has a smaller range of models in comparison with its counterparts in India like Hero Honda and Bajaj. As such, it exercises a relatively lesser influence on its distributors in terms of stocking and display. They have tie-ups with Transportation companies to deliver the motorbikes at dealers place. Yamaha India also serves to foreign markets such as Argentina, Mexico, Philippines, and Bangladesh etc. Yamaha does not offer any credit terms to its dealers except in discretional cases. This is an aberration to the industry trend of an average of 2 month credit period.
SUPPORT ACTIVITIES
Firm Infrastructure Chapter: VALUE CHAIN ANALYSIS Manufacturing facilities comprises of 2 state-of-the-art Plants at - Faridabad (Haryana) and Surajpur (Uttar Pradesh). The infrastructure at both the plants supports production of motorcycles and its parts for the domestic as well as oversees market. At the core are the 5-S and TPM activities that fuel our agile Manufacturing Processes. We have In-house facility for Machining, Welding processes as well as finishing processes of Electroplating and Painting till the assembly line. Human Resources Management They have more than 2000 employees including staff and managers. All activities in the company are headed by Japanese except HR Department. The Labour Union possesses a very strong bargaining power especially post the 72 day strike in 2000 which led to institution of a binding increment in allowances at the operational-supervisory level every three years.
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Technological Development Yamahas technology in India is fully supported by its parent company from Japan. Particularly for 150cc+ bikes, they introduced a very high technology which differentiates Yamaha from its competitors in this segment. For instance, YZF-R15 Yamaha first designed a cowling shape around the radiator that would make maximum use of the running airflow. They have introduced bike in radical tires for the first time on the Indian roads. Procurement The procurement system in Yamaha is totally online. The role of Purchase Management is to negotiate with the vendors on the terms of price and delivery. As company plans the production for the next 3 months and enters into their software, the order for the raw materials automatically reaches to each and every vendor. Purchase Department checks the quality and quantity of raw material and transfer to stores department. They have also an appropriate capacity to store their raw materials. They store the products in the lot of production which is going to follow.
Intangible Resources
Human Resources Yamaha has around 2000 employees including both the plants. They have a pool of experience holders who are there in the organization over a long time. Decentralization of work clear hierarchy facilitates the
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smooth flow of working. They also recruit casual workers mainly for the purpose of procurement and assembling. Innovation Resources The strong R&D development from Japan has a capacity to provide innovative products to serve the customer from each segment. Their idea sense is totally based on customer needs. For example, they have launched their bike with Radical tires for the smooth riding. They also have launched many models with innovative design like Enticer. Reputational Resources Yamaha has the brand image for their products. They believed in keeping a long term relation with their suppliers. With the image of bikes like RX100, Indian customers always perceive Yamaha as a sport bike.
Technology
Information Systems
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Resources Capabilities
Resource Tangible/ Intangible Capabilities Potential access to wide variety of markets Value contributed to end product High Difficulty in imitation/substitut ion Low Competitive advantage in short run Yes Competitive advantage in long run Yes
Finance
Tangible
To invest a large Moderate outlay for R&D Training Low opportunities in Japan Out of the box High promotional ideas like organizing rock concerts -To design innovative High models -To make 6 speed transmission bikes -To make liquid cooled engine with DiaSil cylinder Facilitates Moderate communication with suppliers and dealers
Intangible
Moderate
Moderate
No
Yes
Intangible
Low
Low
Yes
No
Technological
Tangible
High
High
Yes
Yes
Information Systems
Tangible
Moderate
Low
Yes
No
SWOT ANALYSIS
STRENGTHS Back-up support from the parent company Highly experienced management Good R&D set up Premium technology Established Brand Prime location near raw material providers OPPORTUNITIES Increasing urbanization leads to growing premium segment First mover advantage in sports premium bikes (500cc+) Double digit growth in two wheeler geared industry Exports opportunities WEAKNESSES Below industry standard production capacity Poor Distribution channel No marketing aggressiveness Internal HR issues Operational ineffectiveness Storage problems Lack of diversified product portfolio THREATS High competition in the market Rise in raw material products Increase in interest rates on finance Cars available in the same price range
RECOMMENDATIONS
Focus on metro cities Yamaha should target metro cities first for their premium bikes. The reason is that the earning capacity of youth is higher as compared to 2 tier cities. The poor roads conditions of other cities is also the one reason not to focus on 2 tier cities. Yamaha should increase their production capacity As Yamaha India has plans to capture four different markets in India i.e. Sports Bikes, Rural area with entry segment bikes and scooters, Yamaha should plan to increase the annual production capacity which is very as compared to its competitors. They should also use their Faridabad plant to assemble the bikes after taking the license. More models in 150cc+ segment (only bikes at 150cc bikes) As other competitors like Hero Honda, Bajaj provides motorbikes upto 250cc, Yamaha should go beyond 150cc+ bikes. Currently, Yamaha have only 3 bikes in 150cc in different variants. Should improve the after sale services Yamaha is not satisfying their customers in after sales services, parts of the bike are not easily available in the market. This is the major drawback in capturing the market share so Yamaha should take some better steps to satisfy and retain their customers. Measures should be taken to improve its dealership Yamaha which is trying to build a brand new image of a high tech and stylish brand of bikes should take appropriate steps to show it in their showrooms. Also, Yamaha should provide credit periods to their dealers so that they give more orders. Yamaha dont provides any credit period to its vendors. Youth oriented promotion Yamaha claims that they target the customers of age group 18-25 but their ad never represents this so they should make such kind of AD where youth should take in as center of attraction. They should do this earliest to capture the market because vast majority of people depending on ads and friends as their chief sources of information about the products.
Chapter: RECOMMENDATIONS
REFERENCES
http://www.motorbeam.com/bikes/yamaha-bikes/yamaha-applies-for-turbodiesel-engine-patent/ http://www.yamaha-motor-india.com/about/profile/process.html http://www.mouthshut.com/review/Yamaha-FZ16-qprrtqrrqm http://www.xbhp.com/talkies/news/16984-yamaha-unveils-new-ad-campaign-around-icc-cricket-worldcup-2011-a.html http://www.yamaha-motor-india.com/whatsnew/win20.html http://www.scribd.com/doc/2165100/Yamaha http://www.yamaha-motor-india.com/whatsnew/win20.html http://www.siamindia.com/Member/memberhead.aspx http://www.yamaha-motor-india.com/16secrets/engine/index.html http://www.yamaha-motor-india.com/service/warranty.html http://www.businessworld.in/index.php/Automobiles/Yamahas-New-Spark-Plug.html http://www.scribd.com/doc/28710601/Yamaha-Sales-promotion-and-Customer-satisfaction http://www.financialexpress.com/news/premium-bike-segment-pulls-it-for-the-sector/275817/3 http://automotivehorizon.sulekha.com/yamaha-india-bolster-sales-by-23-2percent_12_2010_postedby_jayashankar-menon http://articles.economictimes.indiatimes.com/2010-04-19/news/27604874_1_yamaha-plans-pankajdubey-india-yamaha-motor http://articles.economictimes.indiatimes.com/2010-04-19/news/27604874_1_yamaha-plans-pankajdubey-india-yamaha-motor http://www.overdrive.in/story-news-bikes/yamahas_turnaround_strategy-561-0.html http://www.dancewithshadows.com/autoindia/200-300-cc-bikes-premium-segment-motorcycles-in-india/ http://goaonwheels.com/2010/04/06/yamaha-eyes-deluxe-premium-bike-segments/ http://www.surfindia.com/automobile/compare-150cc-500cc-bikes.html http://bikes.whereincity.com/ http://economictimes.indiatimes.com/news/news-by-industry/auto/automobiles/mahindra-kinetic-is-awin-win-deal/articleshow/3311955.cms http://ezinearticles.com/?Future-of-Electric-Bikes-in-India&id=5316144 http://www.financialexpress.com/news/the-nano-effect/434592/ http://news.oneindia.in/2009/10/08/bajaj-launches-sports-bike-kawasaki-ninja.html http://www.business-standard.com/india/news/bmw-bikes-in-india-by-dec-at-rs-18-lakhonwards/113917/on http://www.topnews.in/ducati-india-plans-sell-150-high-end-bikes-year-2010-2245934 http://www.scribd.com/doc/28370752/Comparison-Study-of-Honda-Hero-Honda-amp-Bajaj http://www.scribd.com/doc/32459289/TWO-WHEELER-P-P-T
Chapter: REFERENCES
UNICORN VTR
TVS MOTORS
TVS Motor is a leading and trusted two wheeler company began with the vision of TVS Scooty the founder of the Sundaram Clayton Group, the late T.S. Srinivasan - 'to design, develop and produce an affordable moped for the Indian family. The company has been known for its ruggedness and reliability. The company is the third largest two-wheeler manufacturer in India and ranks among the top ten globally. They have an installed capacity of around 2420000 units per annum. Their main models in this segment are TVS PREMIUM SEGMENT BIKES
MODEL ENGINE CAPACITY 159.7cc 220cc 150cc 160cc WEIGHT (In Kg.) 136 137 130 140 PRICE RANGE (Rs.) 62000 95000 80000 80000 FUEL TANK 16 litres 16 litres 16 litres 15 litres MAXIMUM POWER
Chapter:
APACHE RTR 160 APACHE RTR 220 180 RTR MENACE VELOCITY 160
13.1bhp@6500rpm 15.2bhp@8500rpm