KWANTLEN POLYTECHNIC UNIVERSITY – MRKT 4160 – BUSINESS DEVELOPMENT
Individual Sales Report
Yamaha Motors Canada and Teleflex Marine
Account Plan
Prepared For: Philip Ho
Prepared by: Russell Chan - 100171102
11/27/2012
Account Plan
Yamaha Motors Canada
Prepared For: Aldo Mastropieri, Product Manager, Teleflex Marine
Prepared By: Russell Chan
11/27/2012
Page 2
Table of Contents
Executive Summary ........................................................................................................................ 5
Business Profile .............................................................................................................................. 6
Mission ........................................................................................................................................ 6
Vision .......................................................................................................................................... 7
Values .......................................................................................................................................... 7
Strategic Plan............................................................................................................................... 9
SWOT Analysis on the Account – Yamaha Motors Canada .......................................................... 9
Strengths ...................................................................................................................................... 9
Weaknesses ............................................................................................................................... 10
Opportunities ............................................................................................................................. 10
Threats ....................................................................................................................................... 10
Procurement Criteria ..................................................................................................................... 10
Basic Principles ......................................................................................................................... 10
Supplier Selection Standards ..................................................................................................... 11
Stakeholders .................................................................................................................................. 13
Internal ...................................................................................................................................... 13
External ..................................................................................................................................... 14
Future Sales Opportunities ............................................................................................................ 14
Future Needs ............................................................................................................................. 14
Account’s Potential ................................................................................................................... 15
Past Sales Records..................................................................................................................... 15
SWOT Analysis on the Company – Teleflex Marine ................................................................... 15
Strengths .................................................................................................................................... 15
Weaknesses ............................................................................................................................... 16
Page 3
Opportunities ............................................................................................................................. 16
Threats ....................................................................................................................................... 16
Positioning Analysis – Teleflex Marine ....................................................................................... 16
Competitive Analysis .................................................................................................................... 17
Innovation.................................................................................................................................. 17
Customer Service ...................................................................................................................... 17
Sales Objectives ............................................................................................................................ 18
Sales Strategy ................................................................................................................................ 18
Action Plan.................................................................................................................................... 19
Control Process ............................................................................................................................. 20
Business ..................................................................................................................................... 20
Contacts ..................................................................................................................................... 21
Information ................................................................................................................................ 21
Customer Satisfaction ............................................................................................................... 21
Data Processing System (CRM)................................................................................................ 21
Bibliography ................................................................................................................................. 22
Appendix ....................................................................................................................................... 24
Appendix 1: Learning Experience............................................................................................. 24
Appendix 2: Organizational Chart – Yamaha Motors Canada ................................................. 25
Appendix 3: Competitive Analysis ........................................................................................... 26
Appendix 4: Action Plan / Implementation Schedule ............................................................... 26
Page 4
Executive Summary
The purpose of this account plan is for Teleflex Marine, to secure Yamaha Motors Canada as a
key account in the sale of marine navigational equipment. This key account plan examines the
account, Yamaha, and its business profile, mission and vision, strategic plan and SWOT analysis.
Further, the plan analyzes the current procurement policy in place at the account, its ideal
supplier profile and the procurement criteria. The stakeholders and key decision makers at the
account will be identified as well as the future sales opportunities available.
Next, the account plan describes Teleflex Marine and how the company is a good match to
Yamaha Motors Canada. A competitive analysis will be conducted to demonstrate the value
Teleflex offers over its competitors.
The sales objectives for Teleflex Marine are:
1. To secure a trial order of 10% of a regular order at Prince George Yamaha within a six
month period. Teleflex wants to increase the trial order to the remaining Yamaha
corporate franchise dealerships and Yamaha certified dealers within twelve months.
2. To secure a retail floor space of 5 foot by 5 foot at Prince George Yamaha to display
Teleflex products. Teleflex wants to achieve additional floor space at the remaining
Yamaha corporate franchise dealerships within twelve months.
3. To secure a long term five year initial contract with an option to renew with Yamaha
Motors and be the primary supplier of marine navigational equipment to the account after
the initial twelve months trail order period.
Furthermore, an action plan is outlined for Teleflex on how to proceed to initiate contact with the
account, Yamaha, leading up to the proposal of the trial order. It is recommended that Teleflex
Page 5
pursue Yamaha as a key account as both companies share similar business philosophies and
innovation ideals. The success of this negotiation process will ensure the future growth of both
companies in the marine industry.
Business Profile
Yamaha Motors Canada is the Canadian branch of the Yamaha Motors Company based in Japan.
The company manufactures to a wide range of product lines including boats, motors and
snowmobiles. As of October 2011, Yamaha Motors Canada has been absorbed by Yamaha
Motors USA, and has become an American subsidiary. (CMG Staff) Regardless, the company
still operates in Canada with headquarters located in Toronto and branch offices, a national parts
distribution center, seven product warehouses and over 500 dealers from British Columbia to
Nova Scotia.
There are approximately 200 employees working from the Toronto headquarters and over 3,000
employees across Canada.
According to Hoovers’ company profiles, 2011 annual revenues were $372.1 million.
This account plan targets Prince George Yamaha, which is a corporate franchised Yamaha
dealership located in the central interiors of British Columbia. The sales contact is Wayne
Hamilton and the general manager is Don Pickering. This location currently has 30 employees
and around 10,000 square feet of retail space.
Mission
The mission statement for The Account is “Yamaha Motors strives to realize peoples’ dreams
with ingenuity and passion, and to always be a company people look to for the next exciting
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product or concept that provides exceptional value and deep satisfaction. (Yamaha Motors
Japan)
Yamaha is a self-described Kando* creating company. (Yamaha Motors Japan) Kando is the
Japanese word for the simultaneous feelings of deep satisfaction and intense excitement that we
experience when we encounter something of exceptional value.
Vision
“Yamaha Motors Canada Ltd., combines engineering, ergonomics and environmental sensitivity
to create “humachine technology”: the harmonious union between human and machine.
We integrate the Yamaha philosophy into all of our activities, and focus our energies on
providing products which are suited to the unique demands of the Canadian marketplace.
Through our close contact with our customers, our goal is to create experiences and memories
that will last a lifetime.” (Yamaha Motors Canada)
Values
The values at Yamaha Motors are centered on three main ideas, which are corporate philosophy,
management principles and action guidelines. The corporate philosophy describes the Kando*
creating environment that Yamaha strives to achieve in all their products.
Management Principles at Yamaha describes strategies that management works towards when
communicating with internal and external audiences. (Yamaha Motors Japan) These include:

Creating value that surpasses customer expectations
o To continue to produce value that moves people, we must remain keenly aware of
the customer's evolving needs.
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o We must strive to find success by always surpassing customer expectations with
safe, high-quality products and services.

Establishing a corporate environment that fosters self-esteem
o We must build a corporate culture that encourages enterprise and enhances
corporate vitality. The focus will be on nurturing the creativity and ability of our
employees, with an equitable system of evaluation and rewards.

Fulfilling social responsibilities globally
o As a good corporate citizen, we act from a worldwide perspective and in
accordance with global standards. We must conduct our corporate activities with
concern for the environment and communities and fulfill our social responsibility
with honesty and sincerity.
Finally, action guidelines allow Yamaha to produce quality products at peak efficiency for their
customers. (Yamaha Motors Japan) These guidelines include:

“Acting with Speed”
o Meeting change with swift and informed action

“Spirit of Challenge”
o Courage to set higher goals without fear of failure

“Persistence”
o Working with tenacity to achieve desired results, and then evaluating them
Page 8
Strategic Plan
Yamaha Motors Canada primarily operates in two sales channels, wholesale distribution and
retail. The company offers a wide variety of models across seven different product lines
including boats, outboard motors, snowmobiles and motorcycles.
Wholesale distribution allows the company to sell products in larger quantities to 3rd party
vendors and affiliate stores across the country. These products can include replacement or
maintenance parts to outboard motors and vehicles.
In the retail channel, Yamaha has several franchised dealerships across Canada for consumers to
test drive products before they purchase. In addition, these locations allow customers to bring in
their vehicles for scheduled maintenance and repairs as necessary.
In order to provide better service to customers, certain dealers are given special designations
such as the “Five Star Dealer”, “Star Accessory Dealer” and “Rapid Service Dealer”. These
titles reinforce the quality and performance standards at Yamaha, so consumers have confidence
when shopping at these locations.
SWOT Analysis on the Account – Yamaha Motors Canada
Strengths

High market awareness of the Yamaha brand image (Seen as a market leader)

Coast to coast network of dealerships

Long history of operations in Canada (33 years)

Sponsor various marine related sporting events

Strong R&D department that strives towards innovation
Page 9
Weaknesses

Large percentage of sales (70%) come from a single product line (Motorcycles)

Marine products only make up approximately 14% of consolidated sales

Price points are high relative to competition

Yamaha Motors Canada was recently absorbed by Yamaha Motors USA (May affect
supply chain and distribution)
Opportunities

Building stronger partnerships with specialized manufacturers

Attending additional industry tradeshows to increase product awareness

Product innovation as key to competitiveness

Industry revenues have seen growth over the past 10 years
Threats

Marine industry is highly seasonal

Global recession results in less economic spending

Marketplace is highly competitive
Procurement Criteria
Procurement criteria standards at Yamaha follow two distinct guidelines in order to meet the
performance and quality of products with the Yamaha brand. These rules are the basic principles
and supplier selection standards. (Yamaha Japan, 2008)
Basic Principles

Fair and Open Dealing
Page 10
o Yamaha seeks the optimum materials and components globally, in accordance
with the principle of free competition.

Establish Partnerships
o Yamaha values understanding and trust with their suppliers, and seek to establish
mutually beneficial relationships.

Legal Compliance and Consideration for the Environment
o Yamaha will comply with all laws of the countries and regions in which they do
business, and pursue procurement that gives due consideration to environmental
protection and conservation of nature.

Proper Quality and Stable Procurement
o Yamaha seeks to achieve a continued and stable procurement of the optimum
materials and components backed by exceptional manufacturing technologies and
production control capabilities.

Promotion of CSR-Based Procurement
o The company will actively promote CSR initiatives and seek active CSR
initiatives from their suppliers as well.
Supplier Selection Standards
Yamaha Motors opens its doors to vendors from around the world, and applies the following
standards in the selection and evaluation of the suppliers that are to be its business partners.

Quality
o Suppliers must have excellent systems for quality assurance, able to maintain
appropriate levels of quality and safety.
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
Delivery
o Suppliers must be able to meet specified delivery dates, be flexible in responding
to manufacturing changes, and be capable of reducing lead times.

Pricing
o Suppliers must be able to offer competitive market pricing on an ongoing basis.

Communication
o Suppliers must be able to establish a relationship with Yamaha Corporation that
facilitates prompt, accurate responses and provision of information between the
two companies.

Management
o Suppliers must employ sound management practices.

Technology
o Suppliers must be able to utilize VA/VE practices in offering suggestions for
improvement, including the development of new materials and technologies.

Environment
o Suppliers must possess a well-defined policy and management system for
environmental matters, which they apply in an appropriate and proactive manner.

Legal and Regulatory Compliance
o Suppliers must comply with the laws, regulations and social conventions of each
applicable region or nation.

CSR Initiatives
o Suppliers must work towards management that gives due consideration to labor
and human rights, employee safety and health, the environment, fair trade and
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ethical business practices, quality and safety, information security, and
contribution to society.
Stakeholders
Internal
These internal stakeholders are the crucial decision makers for the account and their input will
affect whether or not the account will be accepted or rejected. Please refer to Appendix 2:
Organizational Chart to see the full mapping of the key contacts. The internal decision makers
for the account include Don Pickering, General Manager, Prince George Yamaha, Richard Irwin,
Manager of Product Development and Purchasing, Stephanie Cote, Account Manager and Peter
Smallman-Tew, Vice President at Yamaha Motors Canada. In addition, Jay Bretherick, Regional
Sales Manager and Bryan Hudgins, Marketing Manager would also be involved in the process.
Further internal stakeholders will include:

Hirotoshi Fujita, President, Yamaha Motors Canada

Wayne Hamilton, Sales Manager, Price George Yamaha

Board of Directors

Shareholders

Investors

Franchise Owners

Corporate Administration Staff

Executive Managers

Sales Representatives
Page 13

Maintenance Workers
External
The external stakeholders are impact by the outcome of the decision for the account but they are
not directly involved with the Yamaha organization. These will include:

Competitors

Customers

Vendors and 3rd party suppliers

Local Community Partners

Trade Unions

Government
Future Sales Opportunities
Future Needs
Yamaha Motors Canada currently operates in a highly competitive industry with many product
lines from motor vehicles to robotics. With the market being so highly competitive, it is vital for
a company to create innovative products to gain an edge in the industry. Specifically, in the
marine industry, market trends have led many manufacturers to examine the feasibility of
creating a single engine and steering unit. The steering unit has traditionally been a separate
component of the engine block. As Teleflex Marine has a tremendous amount of experience in
this field of expertise, there is potential opportunity to foster a sound business relationship.
However, Teleflex must ensure that it meets the criteria set out by Yamaha Motors’ Procurement
policy.
Page 14
Account’s Potential
Yamaha Motors Canada has potential through its highly valued brand identity in the marine
industry. The company is one of the largest manufacturers of outboard motors and boats in the
industry. In addition, the company operates nationwide through over 500 franchised and vendor
affiliate stores. Recent industry figures demonstrate that Yamaha marine market share is 37%
which has experienced growth from 2009 to 2011. (Trade Only Today)
Past Sales Records
Over the past fiscal year, Yamaha Motors Canada earned $372.1 million in revenues. Yamaha
Marine Group, which sells outboard motors, increased its market share to 36.7 percent in the first
half of 2011, from 34.7 percent for the year-ago period, according to data from the National
Marine Manufacturers Association. June 2011 retail sales increased by 5 percent compared to
June 2010, while July 2011 retail sales increased by 21 percent. (Trade Only Today)
SWOT Analysis on the Company – Teleflex Marine
Strengths

Workforce is highly skilled in producing quality products (Have won numerous awards
and 40% of workforce has some degree of engineering background)

Industry leader in marine navigational steering equipment

Over 30 years experience in the field of marine navigational units

Robust research and development department (Military grade stoves and heating systems)

Provide quality products and superior customer service

Attend various marine industry trade shows to gain brand awareness
Page 15
Weaknesses

Price points are higher than competitors due to industry leader position

Distribution network in Canada is not as robust as the United States

High overhead and development costs
Opportunities

Working with Yamaha to create innovative new products

Training workshops at tradeshows where manufacturers can learn about Teleflex
technology

Marine industry is experiencing annual growth

Growth potential in Asia Pacific countries (Where Yamaha currently makes a large
percentage of overall sales)
Threats

Market is highly competitive

Need to innovate to remain competitive in industry

Copycat products from competition

Global Economic Recession resulting in less spending

Cost of materials and commodities market (Fluctuating costs of goods)
Positioning Analysis – Teleflex Marine
Teleflex Marine is currently the industry leader in marine navigational equipment in North
America and Europe. The company produces innovative products that the competition struggles
to replicate. However, due to the nature of material commodities and development costs, price
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points for Teleflex products are higher than those of competitors. But customers know that they
are receiving superior quality and performance with Teleflex products. These traits work in
conjunction with Yamaha Motors Canada, who has a similar business philosophy and cultural
values with their customers. Clients of both companies expect products that exceed
expectations.
Competitive Analysis
The top competitors to Teleflex in the marine navigational industry; include Mercury Marine,
Jastram Engineering and Hypro Marine. Please refer to Appendix 3: Competitive Analysis for
an overview of the competition.
Despite this, Teleflex Marine believes it can remain competitive through innovation and superior
customer service.
Innovation
Teleflex Marine employs a skilled workforce that totals approximately 300 employees. 40% of
this workforce has some degree of engineering background. As such, research and development
is a collaborative process at the company and input from various departments is encouraged.
The resulting process enables Teleflex to develop a unique and innovative product ready to meet
the needs of its customers. In fact, the company has received numerous awards including the
2012 National Marine Manufacturers Association for outstanding innovation. (Teleflex Marine)
Customer Service
Teleflex offers superior customer service to its clients. From promotional materials, in-store
displays, and point of sales materials, to sales training for store managers and sales people.
Page 17
Recently, the company was recognized for Best Sales Support by West Marine as part of their
Very Important Vendor (VIV) awards. (Hauser) To help equip sales and service personnel with
the in-depth product information they need, Teleflex Marine offers online training through its
Onboard Program. Additionally, vendors can request Teleflex agents for on-site help to resolve
any outstanding issues.
Sales Objectives
4. To secure a trial order of 10% of a regular order at Prince George Yamaha within a six
month period. Teleflex wants to increase the trial order to the remaining Yamaha
corporate franchise dealerships and Yamaha certified dealers within twelve months.
5. To secure a retail floor space of 5 foot by 5 foot at Prince George Yamaha to display
Teleflex products. Teleflex wants to achieve additional floor space at the remaining
Yamaha corporate franchise dealerships within twelve months.
6. To secure a long term five year initial contract with an option to renew with Yamaha
Motors and be the primary supplier of marine navigational equipment to the account after
the initial twelve months trail order period.
Sales Strategy
The sales strategy for Teleflex primarily will be to become the key account supplier of marine
navigational equipment for Yamaha Motors Canada, starting with the Prince George Yamaha
corporate franchise dealership. Teleflex will initially make contact with the account through
Don Pickering, General Manager at Prince George Yamaha, Richard Irwin, Manager of Product
Development and Purchasing and Stephanie Cote, Account Manager.
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To ensure a smooth sales process, Teleflex will need to ensure it meets and exceeds the supplier
procurements criteria at Yamaha. Next, Teleflex will need to establish a relationship and
develop trust with the key individuals. The company will setup sales meetings with Wayne
Hamilton to have Teleflex as the supplier of marine navigational parts. During these meetings,
Teleflex will provide technical product information as continue to build trust with the key
contacts.
Once a rapport has been created, Teleflex will provide a low-risk trial order to the account to
evaluate the quality and performance of the products. As the relationship continues to foster,
Teleflex will begin negotiations with Yamaha to increase the trial order to additional franchise
locations and vendor affiliates.
By maintaining good relationships with the key contacts and providing high quality and service,
Teleflex will begin negotiations to become the key account supplier to Yamaha Canada for
marine navigational equipment.
Action Plan
The action plan will describe the proposed implementation and events schedule for tasks
necessary in the negotiation process with Yamaha. Refer to Appendix 4: Action Plan for the
detailed implementation schedule. For the first task, Teleflex will perform additional research on
Yamaha Motors current product mix to better identify the types of products that would suit the
needs of both companies. Next, Teleflex will initiate contact with the account’s key contacts
including Don Pickering, Richard Irwin and Stephanie Cote. These individuals are the key
decision makers at Yamaha, and building strong rapport with them will be crucial to the success
of the negotiations. Teleflex will setup meetings in order to build the relationship as well as gain
Page 19
a better understanding of the culture and values in place at Yamaha. These meetings will be the
foundation of the needs assessment at Yamaha and allow Teleflex to make adjustments to the
key account plan as they are brought forward.
Once a solid rapport has been established, Teleflex will contact the key decision makers to
conduct a sales presentation. This meeting will allow Teleflex to share its value proposition as
well as identify the value-added benefits that a mutual business relationship will provide.
Teleflex will then propose the trial order purchase and ensure that the order will deliver the
quality and performance that Yamaha expects. Following the success of the trial order, Teleflex
will then begin preparations for a long term order from the account.
Control Process
The control process allows the key account manager to quickly identify the most important
aspects of the current sales negotiation. Further, it can be used as a guideline to ensure that the
original goals and objectives have been fulfilled.
Business
In order for Teleflex to be justified in pursuing Yamaha as a potential key account, it must ensure
that the return on investment will be worth the time spent. Annual revenues for Teleflex in 2010
totaled $195 million. The typical order received at Teleflex averages $2 million in revenues.
(Mastropieri, 2012) Since the sales objective is secure a trial order of 10% of the regular order,
Teleflex should expect $200,000 in gross revenue from the Yamaha account in the first year.
While this figure is low in comparison to regular orders, Yamaha’s position in the marketplace
works in favor of future business opportunities.
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Contacts
During the length of the negotiations process, Teleflex will need to establish contact with several
individuals in order to build relationship and trust. These individuals are:

Don Pickering, General Manager, Prince George Yamaha

Wayne Hamilton, Sales Manager, Prince George Yamaha

Richard Irwin, Manager of Product Design and Purchasing, Yamaha Motors Canada

Stephanie Cote, Account Manager, Yamaha Motors Canada

Jay Bretherick, Regional Sales Manager, Yamaha Motors Canada

Bryan Hudgins, Marketing Manager, Yamaha Motors Canada
Information
In order to build trust and relationship, Teleflex will agree to sign off on any required nondisclosure agreements (NDA) prior to the start of negotiations.
Customer Satisfaction
Teleflex is known in the industry for having superior customer service as can be demonstrated
through their numerous awards related to the issue. The company will provide product
information, marketing materials and sales training to Yamaha as requested.
Data Processing System (CRM)
Teleflex will continue to use their current in-house customer relationship management software,
SAP, in order to measure and gauge the sales process with Yamaha.
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Bibliography
Boating Business Canada. (n.d.). Yamaha Motor Canada in Excellent Inventory Position for
2012. Retrieved October 31, 2012, from Boating Business Canada:
http://boatingbusiness.ca/article/860/Yamaha-Motor-Canada-in-Excellent-Inventory-Positionfor-2012
Business Wire. (n.d.). Teleflex Sells Marine Business for $121.6 Million. Retrieved October 31,
2012, from Business Wire:
http://www.businesswire.com/news/home/20110322007266/en/Teleflex-Sells-Marine-Business121.6-Million
Hauser, R. (n.d.). TELEFLEX MARINE RECEIVES 2012 BEST STORE SALES SUPPORT
AWARD . Retrieved October 31, 2012, from Teleflex Marine:
http://www.teleflexmarine.com/wp-content/uploads/2012/09/Teleflex-Marine-Receives-2012Best-Store-Sales-Support-Award.pdf
Hypro Marine. (n.d.). Research and Development. Retrieved October 31, 2012, from Hypro
Marine: http://www.hypromarine.com/
Jastram Engineering. (n.d.). Setting the standard in steering excellence. Retrieved October 31,
2012, from Jastram Engineering: http://www.jastram.com/
Mastropieri, A. (2012, September 27). Teleflex Interview. (R. Chan, Interviewer)
Mercury Marine. (n.d.). Mercury Hydraulic Steering. Retrieved October 31, 2012, from Mercury
Marine: http://www.mercurymarine.com/gauges-and-controls/steering-systems/hydraulicsteering/
Page 22
Staff, C. (n.d.). Yamaha Motor U.S.A. absorbs Yamaha Motor Canada. Retrieved October 31,
2012, from CMG News: http://cmgonline.com/news/2011/10/05/yamaha-motor-u-s-a-absorbsyamaha-motor-canada/
Teleflex Marine. (n.d.). TELEFLEX MARINE RECEIVES TWO NMMA INNOVATION AWARDS
. Retrieved October 31, 2012, from Teleflex Marine: http://www.teleflexmarine.com/wpcontent/uploads/2012/10/Teleflex-Marine-Takes-Two-Innovation-Awards-At-IBEX-Show.pdf
Trade Only Today. (n.d.). Yamaha reports 2Q results. Retrieved October 31, 2012, from Trade
Only Today: http://www.tradeonlytoday.com/home/499193-yamaha-reports-2q-results
Yamaha Japan. (2008). Yamaha Material and Component Procurement Policy. Retrieved
October 31, 2012, from Yamaha Japan:
http://www.yamaha.com/about_yamaha/csr/guideline_procurement/
Yamaha Motors Canada. (n.d.). Our Company Philosophy. Retrieved October 31, 2012, from
Yamaha Motors Canada: http://www.yamaha-motor.ca/our_company/philosophy.php
Yamaha Motors Japan. (n.d.). Corporate Philosophy. Retrieved October 31, 2012, from Yamaha
Japan: http://www.yamaha-motor.co.jp/global/about/philosophy/
Page 23
Appendix
Appendix 1: Learning Experience
Through the development of this key account plan, I have gained experience on the importance
of such plans in a business to business environment. The key account manager must have a full
understanding of his company value proposition and whether or not it is a good match for the
account company. The information contained within the report is also crucial to the negotiations
process as it can allow the company to establish contact with the individuals who are the key
decision makers within the account. Identifying the key contacts will ensure that time is not
wasted speaking with people who do not have the final say in the negotiation. In addition, by
researching the procurement policy in place at the account, the company can better prepare itself
for trial orders and future business opportunities. Next, the key account manager must have a
good understanding on the industry and also be able to offer the advantages of their products
compared to competition. Finally, the development of an action plan is important as it allows the
key account manager to stay on task with deadlines and progress updates.
Page 24
Appendix 2: Organizational Chart – Yamaha Motors Canada
President
Vice-President
Manager,
Product Design
and Purchasing
Account
Manager
Regional Sales
Manager
Marketing
Manager
General
Manager, Prince
George Yamaha
Sales Manager,
Prince George
Yamaha
The above organizational chart identifies the key contacts and decision makers at Yamaha
Motors Canada. These key contacts are:

Don Pickering, General Manager, Prince George Yamaha

Wayne Hamilton, Sales Manager, Prince George Yamaha

Richard Irwin, Manager of Product Design and Purchasing, Yamaha Motors Canada

Stephanie Cote, Account Manager, Yamaha Motors Canada

Jay Bretherick, Regional Sales Manager, Yamaha Motors Canada

Bryan Hudgins, Marketing Manager, Yamaha Motors Canada

Hirotoshi Fujita, President, Yamaha Motors Canada

Peter Smallman-Tew, Vice President, Yamaha Motors Canada
Page 25
Appendix 3: Competitive Analysis
Description
Price Point
Location
Promotion
Teleflex Marine
 Flagship product is
the Seastar
Hydraulic Steering
system
 Controls and
cables
 Electronic power
steering
 Engine and drive
parts
 Instruments and
displays
 High
 Richmond, BC
 Two 10,000 sq ft
factories
 Manufacturer
 Local Distribution
Mercury Marine
 Engines, outboard
motors
 Gauges and
controls
 Propellers
 Inflatable boats



Medium / High
Victoria, BC
5,000 sq ft of retail


Manufacturer
Local Distribution
Jastram Engineering
 Steering units
 Lighting
 Sound signaling
 Marine fire safety
 Machinery





Hypro Marine
 Jack plates
 Custom
centralized
systems
 Freedom lifts
 Steering units
 Autopilots
Medium
North Vancouver,
BC


Low
UK based
Manufacturer
Local Distribution


Manufacturer
Local Distribution
Appendix 4: Action Plan / Implementation Schedule
Date












Tasks
January 2013
February 2013
March 2013
April 2013




May 2013
June 2013
July 2013
August 2013
September 2013
October 2013
November 2013
December 2013









Perform additional research
Initiate contact with account
Build relationship and rapport
Setup meetings to build relationship and gain understanding
and culture at Yamaha
Needs assessment
Refine and make adjustments to key account plan
Contact account to hold sales presentation
Sales Meeting
Propose trial order
Deliver order
After sales service
Evaluate trial order
Begin negotiations on long term order
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