I think the key is the "D word" here, which is distribution. The reason why Uber worked is because there was a giant inventory of vehicles owned would-be drivers ready to service a population looking for that service.
But there's no such parallel for rental scooters. In that case, the only capital efficient go to market would be to partner with brick and mortar partners who already have an extensive market presence (and ideally rental infrastructure); of course, that would've made Bird a fundamentally different company.
In the form in which it was conceived and went to market and subsequently folded -- I fully agree with you that no, it makes zero sense to build out all of that infrastructure from scratch and try to capture market share.
Comments
maybe rental scooters at scale with tracking are not really a great market innovation?
I think the key is the "D word" here, which is distribution. The reason why Uber worked is because there was a giant inventory of vehicles owned would-be drivers ready to service a population looking for that service.
But there's no such parallel for rental scooters. In that case, the only capital efficient go to market would be to partner with brick and mortar partners who already have an extensive market presence (and ideally rental infrastructure); of course, that would've made Bird a fundamentally different company.
In the form in which it was conceived and went to market and subsequently folded -- I fully agree with you that no, it makes zero sense to build out all of that infrastructure from scratch and try to capture market share.