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Harvard Case - Segway Human Transporter: More than a Cool Invention?

"Segway Human Transporter: More than a Cool Invention?" Harvard business case study is written by Charlene Nicholls-Nixon, Daniel Day. It deals with the challenges in the field of Entrepreneurship. The case study is 10 page(s) long and it was first published on : Jul 21, 2005

At Fern Fort University, we recommend that Segway adopt a more focused and strategic approach to its business model. This should involve a shift from solely focusing on the consumer market to targeting specific niche markets where the Segway's unique capabilities can truly shine. This strategy should be accompanied by a robust marketing campaign that highlights the Segway's value proposition in these niche markets. Additionally, Segway should explore strategic partnerships and collaborations to leverage existing distribution channels and expand its reach.

2. Background

The case study focuses on Segway, a company that revolutionized personal transportation with its self-balancing two-wheeled scooter. The company was founded by Dean Kamen, a renowned inventor, and enjoyed initial success with its groundbreaking product. However, Segway faced challenges in achieving widespread adoption and struggled to find a sustainable business model. The case study explores the reasons behind Segway?s struggles and examines various strategies for the company to overcome these challenges.

The main protagonists of the case study are Dean Kamen, the founder and CEO of Segway, and the company?s management team who were tasked with navigating the company through its early years and developing a successful business strategy.

3. Analysis of the Case Study

To analyze Segway?s situation, we can utilize the Porter?s Five Forces Framework:

  • Threat of New Entrants: The threat of new entrants was relatively low due to the high barriers to entry associated with developing and manufacturing a complex product like the Segway. However, the potential for imitations and competitors offering similar products existed.
  • Bargaining Power of Buyers: Buyers had moderate bargaining power, especially in the consumer market where numerous alternatives existed.
  • Bargaining Power of Suppliers: Segway?s suppliers had moderate bargaining power, as the company relied on specialized components and manufacturing processes.
  • Threat of Substitute Products: The threat of substitute products was high, as traditional modes of transportation like bicycles, scooters, and even walking offered viable alternatives for short-distance travel.
  • Competitive Rivalry: The competitive rivalry was intense, as Segway faced competition from established players in the transportation industry and emerging startups offering similar or even more innovative personal transportation solutions.

Further analysis reveals the following key issues:

  • Unclear Target Market: Segway initially struggled to define its target market and its value proposition. The Segway was marketed as a ?personal transporter,? but its appeal was not clearly defined, leading to confusion among potential customers.
  • High Price Point: The Segway?s high price point initially limited its appeal to a niche market of early adopters and affluent consumers.
  • Limited Distribution Channels: Segway?s distribution channels were limited, primarily relying on direct sales and a few select retailers. This restricted its reach and hindered its ability to scale its operations.
  • Lack of Marketing Focus: Segway lacked a focused marketing strategy, failing to effectively communicate its value proposition and target specific customer segments.
  • Organizational Challenges: Segway faced internal challenges related to organizational structure, decision-making processes, and product development.

4. Recommendations

  1. Niche Market Focus: Segway should identify and target specific niche markets where its unique capabilities offer a clear advantage. This could include:
    • Security and Law Enforcement: Segway?s maneuverability and stability make it ideal for security personnel, police officers, and other law enforcement professionals.
    • Tourism and Hospitality: Segway tours and rentals can provide a unique and engaging experience for tourists and visitors.
    • Industrial and Commercial Applications: Segway?s platform can be adapted for various industrial and commercial applications, such as warehouse logistics, airport security, and facility maintenance.
  2. Strategic Partnerships: Segway should actively seek out strategic partnerships with companies operating in its target niche markets. These partnerships can provide access to existing distribution channels, customer bases, and industry expertise.
  3. Product Development and Innovation: Segway should continuously invest in product development and innovation to maintain its competitive edge. This could involve:
    • Expanding its product line: Developing new models with features tailored to specific niche markets.
    • Improving existing products: Addressing customer feedback and enhancing the Segway?s performance, reliability, and user experience.
  4. Targeted Marketing Campaign: Segway should develop a targeted marketing campaign that highlights the benefits of its products in its chosen niche markets. This campaign should leverage a mix of traditional and digital marketing channels, including:
    • Content marketing: Creating informative and engaging content that showcases the value proposition of Segway in specific applications.
    • Social media marketing: Engaging with potential customers on social media platforms relevant to its target markets.
    • Public relations and influencer marketing: Building relationships with industry influencers and journalists to generate positive media coverage.
  5. Organizational Structure and Culture: Segway should review its organizational structure and culture to ensure it is conducive to innovation, agility, and customer focus. This could involve:
    • Empowering employees: Creating a culture of innovation and collaboration where employees are encouraged to contribute ideas and solutions.
    • Streamlining decision-making processes: Improving communication and collaboration across different departments to accelerate decision-making.
    • Developing a strong leadership team: Recruiting and retaining talented executives who can effectively lead the company through its next phase of growth.

5. Basis of Recommendations

These recommendations are based on the following considerations:

  1. Core Competencies and Consistency with Mission: Segway?s core competency lies in its innovative technology and its ability to develop unique personal transportation solutions. The recommended strategy aligns with this core competency by focusing on niche markets where the Segway?s capabilities offer a clear advantage.
  2. External Customers and Internal Clients: The recommendations prioritize the needs of external customers by focusing on specific niche markets and developing products and marketing strategies tailored to those markets. Internal clients, such as employees, are also considered by emphasizing the importance of a culture of innovation and collaboration.
  3. Competitors: The recommended strategy aims to differentiate Segway from its competitors by focusing on niche markets, developing innovative products, and building strong partnerships.
  4. Attractiveness ? Quantitative Measures: While specific quantitative measures are not provided in the case study, the recommended strategy is expected to improve Segway?s profitability by increasing sales, reducing costs, and enhancing brand value.

6. Conclusion

Segway has the potential to become a successful and sustainable business by adopting a more focused and strategic approach. By targeting specific niche markets, developing innovative products, building strategic partnerships, and implementing a targeted marketing campaign, Segway can overcome its past challenges and achieve long-term growth and profitability.

7. Discussion

Other alternatives not selected include:

  • Continuing to focus on the consumer market: This strategy would require significant investment in marketing and distribution to achieve widespread adoption. However, the high price point and the availability of cheaper alternatives could limit its success.
  • Selling the company to a larger corporation: This could provide access to resources and expertise, but it could also result in a loss of control and a shift in the company?s focus.

Key assumptions of our recommendation include:

  • The Segway?s technology remains competitive: Continued investment in R&D is crucial to ensure the Segway remains innovative and competitive.
  • The target niche markets are large enough to support growth: Thorough market research is needed to validate the size and potential of the chosen niche markets.
  • Segway can successfully develop and implement its marketing strategy: The success of the marketing campaign depends on effective execution and a clear understanding of the target audience.

8. Next Steps

  1. Conduct thorough market research: Identify and validate the size and potential of the chosen niche markets.
  2. Develop a detailed business plan: Outline the company?s strategy, target markets, product development roadmap, marketing plan, and financial projections.
  3. Seek strategic partnerships: Identify and approach potential partners in the target niche markets.
  4. Refine product offerings: Develop new models and features tailored to the specific needs of the target markets.
  5. Implement a targeted marketing campaign: Launch a multi-channel marketing campaign to reach the target audience.
  6. Monitor and evaluate results: Track key performance indicators (KPIs) to measure the effectiveness of the strategy and make adjustments as needed.

By taking these steps, Segway can position itself for success and become a leading player in its chosen niche markets.

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Case Description

The inventor and founder of DEKA research was deciding whether to commercialize his latest invention, the Segway Human Transporter, a self-balancing, battery-operated scooter. The transporter was envisioned as an alternative mode of personal transportation in traffic-clogged urban environments. It also had potential application in developing countries with a limited transportation infrastructure. With the versatility to carry riders on sidewalks, rough ground, icy surfaces and inside buildings, the market potential seemed unlimited. Yet, the Segway Human Transporter represented an unconventional transportation choice for potential users. Would there be a market for it, or would it be seen as nothing more than a cool invention? Should the inventor proceed with commercialization, and if so, how?

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