PRESENTED BY:

VARUN KHAITAN

ROOPALI NAUTIYAL

RITIKA GUPTA

TAPAN PATEL

POOJA MURTHY

HARSHAVARDHAN

PIYUSH SETHI

RESTRUCTURINGYAMAHA and AXIS BANK

As a company, Yamaha has had a presence in this sector for over 18 years ever since it entered into a technical collaboration with Escorts motors in 1985 .

In November of 1995, the two companies established the joint venture company Escorts Yamaha Motor Limited, based on a 50-50 capital investment

INTRODUCTION-YAMAHA

Nearly half a dozen motorbike manufacturers were introducing one product after the other, toting up sales and bringing excitement into a market that was dormant for quite some time.

Brands flooding the market were-Royal Enfield Motors, Hero Honda, Bajaj Motors etc

INDUSTRY SITUATION

Yamaha progressed from being a technical collaborator to a stakeholder in the organization.

The main cause for the change was Escorts Yamaha’s sliding share in the Motorcycle Market

In the light of growing competition, both parties deemed it fit to part ways.

WHAT TRIGGERED CHANGE..???

HOW IT WAS BENEFICIAL FOR THE PARTIESYAMAHA believed

that operating on an individual basis would help in building it’s separate Brand Name.

ESCORTS focused on core activity and on enhancing shareholder value.

INTRODUCTION OF PUBLIC ANNOUNCEMENT SYSTEM ON THE SHOP FLOOR

TRAINING OF PRODUCTION EMPLOYEES IN JAPAN

STRESS ON PLANNING AND DEVELOPMENT

QUALITY CIRCLE

PRODUCTION ASPECT

AGREEMENT WITH THE UNION

TRAINING OF EMPLOYEES IN JAPAN

NETWORKING WITH DEALERS

HUMAN RESOURCE ASPECT

COST REDUCTION DEPARTMENT

CREDIT CONTROL DEPARTMENT

NO CENTRALIZED FINANCING COMPANIES

FINANCE ASPECT

Yamaha is still to turn the corner in the highly competitive motorcycle market. However, Yamaha has recognized the enormous potential of the market and it’s penchant to switch brands according to latest trends and technology. The profits are showing an upward trend recently. The progress made is painstakingly slow but sure.

RESULT

Axis Bank, previously called UTI Bank, was the first of the new private banks to have begun operations in 1994, after the Government of India allowed new private banks to be established

Axis Bank stands apart from its private sector competitors — ICICI Bank and HDFC Bank — in one crucial respect.

INTRODUCTION-AXIS BANK

ELIGIBILTY CRITERIA

All non-corporate SMEs irrespective of the level of dues to the Bank.

All corporate SMEs, which are enjoying banking facilities under sole banking arrangement from the Bank, irrespective of the level of dues to the Bank.

All corporate SMEs, which have funded and non-funded outstanding up to Rs 10 crore under multiple/ consortium banking arrangement.

VIABILITY CRITERIA

With the debt restructuring, the unit should become viable in 7 years and the repayment period for restructured debt should not exceed 10 years

Return on Capital Employed (ROCE) : 10% (Average over the Tenor) Debt Service Coverage Ratio (DSCR) : 1.20 (Average)

DEBT RESTRUCTURUING POLICY

NAME LOGO TAGLINEFROM UTI TO AXISFROM “SOLUTIONS FOR A LIFE TIME” TO

“EVERYTHING IS THE SAME”

CHANGES MADE….

In the first half of 2010, Axis closed $4.05 billion of syndication deals from around 11 transactions, double the value of deals in 2009—$2.05 billion from eight transactions, according to Thomson Reuters Project Finance International data

RESULT