全省畜牧兽医系统2013年民主评议.pptVIP

Segway Final Presentation“Can Segway Enter the Tornado?”Management 266AProduct Strategy in the Digital Economy Charles Chen Miro Curac Antonio Gomez Dwight Huang Len Tiso Presentation Overview Introduction Strategic Assessment: Moore Framework Stakeholders Critical Issues Analysis Bayesian Network Analysis Strategic Implications and Recommendations Introduction Motor-scooter like device Powered by electric motors Movement by shifting weight, turning wrist Turning radius of zero Designed by inventor Dean Kamen (150 patents) 3 Product Models e series - Expeditor (cargo) i series - Industrial (business) p series - Personal (consumer) Commercial models faster, longer range, heavier Max speed 10.0 - 12.5 mph Maximum distance 14 - 17 miles (single charge) Device weighs 69 - 95 lbs. Strategic Assessment: Crossing the Chasm Segway in infancy stage of TALC Discontinuous innovation Substitute for walking Value proposition (business and consumer) Technology enthusiasts A auction - $100,000 bids Visionaries A - first customer Strategic Assessment: In the Bowling Alley Whole product solutions to niche segments Pick on someone your own size Enlist the support of the economic buyer Government services Post office, police departments Businesses with warehouses A, Michelin, GE Plastics Strategic Assessment: Inside the Tornado Hypergrowth stage years away Consumers are ultimate target market Production capacity 40,000 units/month Need to lower price point from $3,000/unit Media coverage is a double edged sword Builds awareness Overhype sets unrealistic expectations (e.g. artificial intelligence industry) Stakeholders Consumers Businesses Government Services Regulatory Authorities Environmental Interests Electric Industry Petroleum Industry Manufacturing Partners Stakeholders: Consumers Businesses Stakeholders: Government and Regulation Stakeholders: Environmental and Electric Industries Stakeholders: Petroleum and Manufacturing Critical Issues Analysis Highlight key issue