INTRODUCTION
In December 2001, Dean Kamen of Segway LLC unveiled the Human Transporter HT. With lofty ideas of replacing the automobile and unrealized sales forecasts, Kamen's Segway HT has not moved mankind nearly as much as Kamen had expected.
With an annual CEO change since start-up, it is apparent that Segway's lack of a stated vision and mission is haunting the organization. The lack of "a way ahead", coupled with a less than well defined marketing strategy, has caused Segway to fall short of Kamen's expectations. Kamen, while a definite asset to Segway, could be a detour or even a dead end on the company's road to success. Historically, Kamen's successes have been based on his abilities to be innovative in research and design, while at the same time being able to pass the developed product off to a partnering company that is able to take the product to market. Kamen's emotional attachment to Segway is preventing its success. As if these problems were not enough, combined with the fact that there was no pent up demand for such a product, Segway's future success will be dependent
on an organizational make-over.
SEGWAY: SNAPSHOT 2004
After analyzing the Segway case material we felt that the Value Chain would provide an all encompassing view of Segway's strengths and weaknesses in particular areas of interest (see Figure 1).
Figure 1.
Segway Value Chain
In order to highlight Segway's situation, we have broken down their value chain into two simple classes. Firstly we will focus on "what is working" and secondly on "what is not working" for Segway.
What is working
Technology: Segway uses their patented design to produce a socially responsible (green product), environmentally friendly mode of transportation. Kamen is a proven innovator with a history of success in the development of human assistive devices.
Procurement: Segway has developed relationships with 13 partner companies. These partnerships allow innovative companies to produce the specialized parts required for the assembly of Segway products.
Outbound Logistics: Segway offers both standard and expedited shipping options for B2C and B2B consumers. Understanding that they are not a shipping company, Segway uses external sources to handle their shipping requirements.
What is not working
Human Resources: Segway's workforce is split into14 specialized teams. They have attracted some of the top CEO's from the automotive industry.
The Best Four Wheelchair Vans We Have Seen In 2013 It is hard to live with a disability, because everyday things become a challenge. A U.S. Census Bureau report from 2008 states that 3.3 million non-institutionalized Americans over age 15 use wheelchairs. The reason why there are so many people with disabilities is that the U.S. spent decades at war. This is why the mobility industry is rethinking the products it provides to support a growing demographic. Vantage Mobility International (VMI) and Braun Ability are two leading industry players that spent decades converting wheelchair vans from companies such as Chrysler, Toyota, and Honda into wheelchair-accessible modes of transportation.
‘The strengths, weaknesses, opportunities and threats analysis often forms the bedrock of any product planning process. It provides a simple yet effective framework for analysing both internal resources and external trends and competitors’ (Pender, L, 1999: 179)
With the development of the integrated circuit in the late 1950’s, ride designers were opened to a multitude of new c...
Every business has an evolutionary clock speed measuring the rate of change in products, processes and capability. At the core of everything is the organizations ability to design a sustainable supply chain. When this becomes an organizations core competency, they are then positioned to continually win the temporary advantage. By simultaneously working to improve products, process design/creation and supply chains (three dimensional concurrent engineering), a company can drive the “turn of the helix” thus changing the clock speed for the industry.
Charles Hughes, president and CEO of Land Rover North America (LRNA), and his executive committee want to expand LRNA’s reach within North America. Based on the growing strength of the U.S. SUV market, research which suggests consumers are seeking vehicles that can help them have “experiences” while being practical, safe, reliable and luxurious, the success of the Discovery in the U.K. and near doubling of the Land Rover brand worldwide, LNRA is seeking to become the “world’s premier 4x4 specialty company” through effective brand, product and retail strategies. LNRA’s success hinges on making the correct positioning, marketing mix and retailing decisions.
One of the strategies was outsourcing manufacturing. The company entered into contracts with several manufacturing companies who then supplied the fully assembled goods to Cisco.
They divide the bike market in two categories: (1) the retailer- it only sells to the retailer because they realizes a strong relationship with the dealers is a key factor for success. (2) The end-user consumer- its focus in designing the product and broken down into the target age groups. SWOT Analysis: Internal Strengths • Higher technology and enough innovation ability in design. • Good retailer relationship and extensive global distribution network (5000 retailers in the world) • Good advertisement.
Second, we want to create innovative and sustainable products. We live to innovate -- it’s who we are. When our corporate responsibility initiatives begin leading us to new product development, it brings a new energy to our efforts. Whole divisions in our company open up to the prospects. Eyebrows are raised. There are results already: We’re finding ways to eliminate the toxic chemicals commonly used in making products and materials and teams are creating business models for generating revenue from ground-up old shoes; designers are developing products made of recycled polyester or organic cotton.
The speakers, Dean Kamen, Manu Prakash and Hans Rosling from TED talks brought inspiration by discussing the process of inventing a product and the need from help in poverty stricken countries. Specifically, Manu Prakash presentation regarding his creation of a 50-cent microscope created the largest amount of inspiration. This inspiration came from his invention as it demonstrated how a cost effective and efficient product could have a significant impact on society in a field (medical) which is known to be expensive. It also gave insight on
Hunsk Engines is a motorcycle company that made the fatal mistake of expanding its research in the market on its new products. The companies main competitors were companies like Harley Davidson, where they sold classic products that were seen as something with altering respect. Marty Echt is hired on by Hunsk Engines to restore the company’s image, on what used to be classic motorcycles. He argues that the company made the mistake of forgetting about its original products and, “lost its identity”. This problem frequently happens when companies attempt to grow, in order for new products to make it in the market place you have to carefully strategize its competitive characteristics and know when to introduce a new product through Michael Porters life cycle.
Singer, J., & Duvall, S. (2000). High-performance partnering by self-managed teams in manufacturing. Engineering Management Journal, 12(4), 9.
Introduction The Segway Personal Transporter (PT) is a self-balancing two-wheeled, battery-powered personal transportation device with a set of handlebars, see Figures below. It is self-balancing, really easy to operate and a personal commuter can travel up to 12 miles/hour. Although Segway is a technological marvel, it did not quite match the high expectations when it was first revealed in the press in 2001. Initially the press were carried away with this new interesting device and its potential to change the world and how we commute.
We evaluated 3 frameworks; The E-commerce Value chain, Porter’s Five Forces and SWOT. Based on pros and cons of each, and decided to go with “SWOT”.
A company’s relationship with key suppliers is a vital part of any company’s success. A good supplier relation means better price, meeting company standards and a better service level. That 's why when Honda started working with Modine, Honda made sure that its relationship with Modine was
Hybrid cars are already a well-accepted part of the landscape but many other radical new technologies have been launched or are under development that will revolutionise travel in the cities of the future. Solar-powered buses and trains that obviate the need to build new tracks by straddling existing highways are two of the more eye-catching projects in the