To add injury to insult, many cities banned the two-wheelers after a series of unfortunate accidents - and under UK law, they can only be used on private property. Ten months later, the year-old died after the Segway he was riding careered off a 9m 30ft cliff near his country estate in West Yorkshire. A coroner concluded that Mr Heselden had probably "got into difficulty" while reversing the vehicle so a man walking his dog could get past.
In , former US president George W Bush was lucky to avoid injury when he tumbled off a Segway at his parents' summer home in Maine in And in , a cameraman on a Segway hit Usain Bolt as he did a victory lap after winning a m race in Beijing. In , Segway got into the electric scooter business - just as the light, inexpensive and easy-to-ride two-wheelers became a common sight on the street.
Watch Live. The company, Segway Inc. The level of press and TV exposure was astounding. So what went wrong? What lessons about the success or failure of innovations can we learn? You found a better way to do something: a new business process, a new audience to market to, a new business idea How do you effectively articulate the promise of your idea and its potential impact? Learn the basics of innovation in this self-paced, online course.
Most successful innovations involve some degree of iteration, experimentation, openness and collaboration. They need an eco-system to support them. They target users who need the benefits they offer. A radical invention with ample backing still needs to gain market acceptance. It is an uphill path and that path proved too steep for the Segway. He is the author of over 20 books which have sold over 2 million copies in total.
He speaks, writes and leads workshops on creativity, innovation and lateral thinking. He also facilitates innovation camps for major corporate clients. For more information visit www. Search for:. Expectations were too high. The Segway was described as the future of transport. As an innovation it was said to be on a par with the PC or the internet. E-scooters, in contrast, are an example of what Chan Kim and Renee Mauborgne call value innovation , which is the cornerstone of blue ocean strategy.
Value innovation is the simultaneous pursuit of differentiation and low cost. E-scooters are a good example of value innovation: an offering that solves real-world problems in a way that makes the competition irrelevant. Learning from the mistakes of the Segway, the makers of e-scooters took the idea of a self-powered mobility device and turned it into a successful business.
E-scooters require users to balance on two wheels, but their low center of gravity makes balancing easy. Finally, e-scooters are small enough to be easily stored in a house or apartment, carried in the trunk of a car, or brought onto public transport.
The buyer utility map is a blue ocean tool to assess whether potential buyers — customers, but more importantly, noncustomers — find adequate utility in a proposed product or service. Buyer utility maps visually show whether a product or service unlocks substantive buyer value and differentiation. The map consists of two dimensions. Across the top is the buyer experience cycle, the steps a would-be buyer encounters through the lifecycle of a product or service.
The books Blue Ocean Strategy and Blue Ocean Shift lay out six common steps in the buyer experience cycle: purchase , delivery , use , supplements , maintenance , then disposal. These six steps can change depending upon the proposed product or service. On the vertical axis are the utility levers that never change.
The red circles indicate where the industry or existing offering typically focuses. The blue circles show our new offering, the e-scooter, where the intersection of the experience cycle and utility lever offers breakthrough value. As we can see below, the buyer utility map could have predicted the demise of the Segway or the success of e-scooters. On the left, for purchase, the Segway is marked with a red minus sign for customer productivity and risk.
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