University of Central Punjab

Course Title: Entrepreneurship

Assignment No 3
Course Instructor: Faizan Khalid
Section : A Program : BBA Date :19 Dec 2023

Names Registration No
Haris Nisar Khan L1S21BBAM0010

Sami Saeed L1S21BBAM0014

Ahsan Iqbal L1S21BBAM0036

Question#1 Why do you think Dean Kamen and his team didn’t do a better job of anticipating
the problems that beset the Segway?

Answer 1: There are several reasons why Dean Kamen and his team might not have anticipated
the problems that beset the Segway,

Overconfidence in the technology: The Segway was a revolutionary invention with unique and
innovative features. Kamen and his team might have been so focused on the technological
marvel they had created that they underestimated the challenges of bringing it to market.

Lack of market research: While Kamen conducted some market research, it may not have been
deep enough to identify the potential problems with the Segway. For example, they might not
have fully understood the concerns about safety, regulation, or price that would ultimately limit
its appeal.

Not properly addressed need: The Segway was designed to be a fun and futuristic way to get
around. While this generated excitement, it may have distracted from the need to address
more practical concerns, such as where people would use it, how they would store it, and how
it would fit into existing transportation infrastructure.

Secret surrounding the development: Kamen kept the Segway under wraps for many years
before its launch. This secrecy may have prevented him from getting valuable feedback from
potential users and stakeholders who could have identified potential problems.

Rapid prototyping and iteration: The Segway was developed through a rapid prototyping
process, which emphasizes speed and innovation over extensive testing and refinement. While
this approach can be advantageous, it might have led to overlooking some important issues.

Question #2 Describe what you believe would have been an appropriate product/service
feasibility analysis and an appropriate market/industry feasibility analysis for Segway during
its developmental stage?

Answer 2: I believe Dean Kamen did No Demand Assessment, thorough market research that
could have gauged potential customer segments, identified price sensitivity, and predicted
realistic sales figures, preventing overproduction and financial setbacks.

Regulatory restrictions: A proactive understanding of legal restrictions and infrastructure

compatibility in key target markets could have streamlined adoption and avoided potential
bans or limitations.

Could have used existing distribution network: Building a robust distribution and service
network alongside product development would have ensured easier access and fostered
customer confidence in post-purchase support and also no competitor analysis was done.
A targeted marketing campaign: emphasizing specific use cases, addressing safety concerns,
and highlighting environmental benefits could have built positive brand perception and
overcome initial skepticism and also to create the ecosystem for the product.

Question#3 In what ways did Segway fail to build an ecosystem around its product? What
could Segway have done, if anything, to ensure that its product would do a better job of
fitting into its users’ environment and lives?

Answer 3: Segway failed to build a suitable ecosystem around its product, because of these
factors,

Missed Ecosystem Opportunities:

Lack of Complements and Accessories: The initial Segway stood alone, unaccompanied by
complementary accessories like baskets, cargo racks, or phone mounts. This limited its utility
for specific tasks and discouraged long-term engagement.

Fragmented Infrastructure: Infrastructure like charging stations, parking spaces, and dedicated
lanes were scarce or non-existent. This hampered seamless integration into existing
transportation networks and discouraged adoption beyond controlled environments.

Limited Developer Engagement: Segway initially failed to foster an open platform for app and
software development. This stifled the creation of tools and services that could have enhanced
the user experience and expanded utility.

Weak Community Building: Building a passionate user community fosters advocacy, shared
knowledge, and product improvement. Segway missed the opportunity to connect riders
through forums, events, or co-creation initiatives.

Unclear Communication: Segway's novelty factor outweighed clear communication about its
practical uses and benefits. Addressing safety concerns, highlighting environmental advantages,
and showcasing everyday applications could have driven broader acceptance.

To better fit into users' lives, Segway could have:

Prioritized Openness: Embracing an open platform for accessories, software, and data would
have encouraged third-party innovation and fueled a diverse ecosystem catering to various
needs.

Collaborated with Cities: Partnering with urban planners to install dedicated infrastructure like
lanes, parking, and charging points would have eased integration into existing transportation
networks.
Nurtured User Communities: Fostering online forums, meetups, and events would have built a
loyal user base, enabling knowledge sharing, feedback, and even co-development of new
features.

Targeted Marketing Campaigns: Showcasing real-world applications through targeted

campaigns for specific user groups (tourists, security patrols, etc.) would have demonstrated
the Segway's practical value.

Question#4 What niche market or markets do you think Segway should have targeted initially
and been successful in?

Answer 4: Segway should have started off by focusing on specialized markets, including certain
regions or user demographics like park rangers, security guards, or college students. This
targeted strategy would have decreased competition, improved demand knowledge, and
produced successful publicity. They also had the option of selecting tourism and leisure niches.

QUESTION 5: Describe a scenario in which Segway could have launched successfully, built its
business, and be a large and thriving business today?

Answer 5: This factors could have contributed in the successful launch of Segway,

A Targeted Takeoff: Instead of aiming for everyone, imagine Segway focusing on passionate
niches. Park rangers traversing nature trails, security guards patrolling vast areas, or delivery
personnel navigating tight alleys - early success in these tailored markets would have built a
vibrant foundation and positive buzz.

Accessibility: Shift the focus from quirky gadget to life-changing tool. Picture seniors regaining
independence, people with disabilities navigating with ease, or recovering patients finding
newfound mobility. This emotional connection would have fueled acceptance and adoption.

Building the Ecosystem: Dedicated Segway lanes integrated into existing sidewalks and bike
paths? Imagine seamless urban connection, encouraging safe and widespread use. A vibrant
rental network, like a Segway fleet on call, would have boosted affordability and convenience.

Customization and Community: Let users express themselves! Colorful options, custom
accessories, even modular add-ons for specific tasks - a thriving Segway community built on
enthusiasm and innovation would have propelled the brand forward.

Change Management: Lighter, foldable, powered by advanced batteries - picture a Segway

perfectly suited for today's urban life. Partnerships with delivery services, rental companies,
and even public transportation would have woven Segway into the fabric of city life.
QUESTION 6: Think of a product/service you use that fits ideally into your day to day life in
Pakistan. What makes the product/service so special? What design elements do you see in
the product that makes it fit so nicely into your life. Spend a few minutes either looking at or
thinking about the product. What can you learn from the product you're thinking about that
could potentially make you a better entrepreneur?

Answer 6: We have chosen smartphones that fits most in our daily life use because of some
certain factors,

Local relevance: Apps like Daraz, Foodpanda, Easy paisa, Jazz cash and Careem/Bykea move
with Pakistani pulse. We order groceries, book rides, and schedule appointments in our own
language, with prices and quirks that feel familiar, not foreign. This isn't some generic global
app; it's our app, reflecting our unique needs.

Different use cases: From major cities to remote villages, the internet is no longer a distant
dream. This newfound connection unlocks doors to education, healthcare, and financial
services, empowering communities like never before.

Simplicity for almost everyone: The user interface is filled with ease and innovation, keeping in
mind tech-savvy youngsters and grandmothers alike. Such as video calls and online course
learning platforms.

Offline entertainment: Power cuts are a Pakistani reality, but smart downloads and offline
features ensure we're never truly stranded. We watch movies, devour books, even run
businesses, even when the lights are dim.

Entrepreneurial learnings:

Know your audience: Cater to local needs, build apps that resonate with your culture.
Remember, your neighbors are your best market research.

Simplify, then soar: Keep things user-friendly, but don't shy away from innovation. Not
everyone's a tech whiz, but everyone deserves a chance to fly.

Bridge the gap: Be the champion of the unconnected. Make technology accessible, empower
communities, create lasting impact.

Resilience is key: Adapt to challenges, find solutions in the face of adversity. Pakistani ingenuity
can overcome any obstacle.