Introduction The Segway Personal Transporter (PT) is a self-balancing, battery-powered, two-wheeled personal transport device equipped with a set of handlebars, see the figures below. It's self-balancing, really easy to use, and a personal commuter can travel up to 12 miles per hour. Although the Segway is a technological marvel, it did not quite live up to high expectations when it was first presented to the press in 2001. Initially the press was fascinated by the interesting new device and its potential to change the world and the way we let's move. Even Steve Jobs predicted that cities would be built around it. So, what went wrong? This essay explains the reasons why Segway didn't do a better job of anticipating the problems the project will face. Being a technological work of art and a mechanically robust machine, sales expectations were too high. Segway was predicted to be the fastest company in the open era to reach $1 billion in sales, and they were so optimistic that they built a 77,000-square-foot factory capable of producing about 48,000 units per year with a price average of $5,000. However, only 6000 units were sold. One of the reasons the Segway didn't sell very well is that there was too much advertising surrounding the product and expectations were too high. This could have been avoided by gradually introducing it into niche markets instead of going national from day one, before it was even legal to use. Another reason is that people have questioned its price, $5000, which puts it out of reach for many people, and practicality. People weren't sure where to get it fixed. These problems could have been resolved if a proper market analysis had been carried out. One result of this research might have suggested that it is better suited to highly populated populations. The goal of this research is to help a company or entrepreneur better understand the business environment and customer needs and, therefore, make better business decisions. Once the market research data is compiled, it is then evaluated and recommendations and conclusions are drawn based on it. This includes the design aspect of the product, its pricing, initial niche markets, etc. Segway had a brilliant invention but they should have also focused on innovation and creativity, i.e. always going back to the market, understanding what the market needs and adopting these changes into your product. Segway could also have started by targeting niche markets initially, offering free Segway PTs to cycling clubs, skateboarders, extreme sports stars, college polo teams, etc., and seeing if they liked it. If, for example, cyclists were the first to appreciate it, they could open rental offices in bicycle shops so that they could be tested for rental before being purchased. The bike shop could also have been used to service Segway PTs.