In 2022, after leaving DJI, Chen Yiqi was searching for his next venture. At the time, robotic lawn mowers were gaining attention, and Chen conducted in-depth research. What he discovered, however, was that the real growth opportunity wasn’t in the crowded European market, but in North America.
While traditional lawn mowers in the US lagged behind in automation and smart upgrades, demand for efficient, convenient mowing tools was rising. This gap between outdated solutions and evolving user expectations pointed to a sizable market opportunity.
The insight was backed by data. According to a Statista report cited by 36Kr, among the 250 million garden lawns worldwide, the US alone accounts for 100 million, or 40% of the total.
It’s the largest, and arguably most difficult, market to enter. The suburban lifestyle has created a vast base of single-family homes, and lawn sizes in North America far exceed those in Europe. US consumers also tend to prefer larger, more powerful equipment and are naturally skeptical of the smaller automated devices popular overseas. Regional climate extremes—from northern blizzards to southern heatwaves—contribute to thicker, tougher grass, making many European-style smart mowers ineffective. The US market requires a more rugged solution, built for multi-acre lawns.
For Chen, the opportunity wasn’t just about scale, but also about sequencing. He believed the better approach was to first earn user trust and improve experience, then gradually scale up to higher levels of automation. That’s why Mowrator’s first product adopted a semi-automated design with assisted driving: users could control the robot via remote, aligning with familiar habits while slowly introducing smart features. Hardware priorities such as cutting strength and terrain escape took precedence over aesthetic or gimmicky upgrades.
While other companies rushed to go fully autonomous, this differentiation may have been key. Mowrator’s S1 remote-controlled smart mower raised over USD 1 million on Kickstarter, delivered all units within three months, and has since shipped thousands more. It is now among the few players consistently delivering in bulk and operating profitably.
Rather than chasing short-term wins in mature markets, Chen opted to build long-term value in high-potential territory. For him, moving beyond the traditional cost-down supply chain model and toward the end of the value chain is a more fitting strategy for the new generation of entrepreneurs.
“If the previous generation built businesses on manufacturing capabilities,” Chen said, “our generation is more focused on understanding users through technology, creating new value, and feeding that back into R&D to form a sustainable cycle.”
The following transcript has been edited and consolidated for brevity and clarity.
36Kr: Mowrator was founded in 2022 and entered the lawn mower sector that same year. What opportunity did you see?
Chen Yiqi (CY): Starting in 2022, multiple teams began entering the robotic lawn mower space. And by 2024, even more similar products emerged via crowdfunding.
We’re one of the few startups that could deliver immediately after the campaign, and our average order value stayed high at about USD 2,400 per unit. From the beginning, we believed the European market would become homogenized and competitive, so we set our sights on the US.
That decision was validated. Europe has long been cultivated by legacy brands like Husqvarna, and consumers there already have a fixed expectation for product design. But innovation has stalled as upgrades mostly involve switching from buried wires to wireless systems or adding GPS and vision functions. Even leading brands, despite decent shipment volumes, suffer from heavy cost pressures. When inventory builds up, they are forced to discount 20–30%, leading to a price war spiral.
The US, by contrast, lacks well-defined product norms. That means the design and technology stack must start from scratch. With that comes more upfront investment and technical challenges, yes, but also far less chance of copycat competition.
Entrepreneurship is about making the right choices more than just working hard. For us, choosing a harder, less crowded path has created more room to survive and grow.
36Kr: Previous reports show robotic mower penetration in North America is only around 2%. Some manufacturers hesitate because of the user education barrier. What about you?
CY: There’s no doubt the US market is tougher. It has more complex terrain, more diverse needs, and higher technical expectations.
When we visited users onsite and talked to them directly, we found a fundamental trust issue: they doubted whether a robot could handle their lawn. But that skepticism is also the core opportunity. If you can prove your product gets the job done, the market will open up.
36Kr: Mowrator differs from competitors in that your first product wasn’t fully autonomous.
CY: Our first-gen product was positioned as an upgrade to traditional tools, specifically solving the longstanding issue of mowing on slopes. We opted for remote control instead of full autonomy, taking a different approach from most in the industry.
36Kr: Why remote control?
CY: In the US, mowing is a form of culture. It’s a part of Family Day and even a form of stress relief. We targeted users who enjoy DIY and hands-on experiences.
Traditional mowing is hard work and dangerous. Pushing a mower up a slope risks injury, and riding mowers can flip and be fatal. Simply upgrading a push mower isn’t enough. Even with lighter weight and more power, users are still exposed to sun, dust, and allergens.
With a remote, users can comfortably operate the device from indoors or under cover. It’s safer and far more pleasant.
And we didn’t just buy an off-the-shelf controller. We built one that’s tailored for mowing scenarios. It offers DJI-level precision, is waterproof and dustproof, and feels great to use.
36Kr: The Mowrator S1 looks like a small vehicle and seems quite mechanical. How was that design decided?
CY: Through lots of trial and error. Take the bumper, for example. Most mowers borrow a lightweight design from robotic vacuums that comprises floating covers attached with rubber poles. It looks crude and doesn’t work well.
We used electronic skin in the S1’s bumper strip, so it stops instantly when it touches people, animals, or obstacles. That module took a team of three a full year to complete, but the user experience was worth it. The wide bumper area offers strong protection and can be replaced modularly if damaged.
The four-wheel chassis delivers excellent traction and torque, handling gravel, slopes, and uneven terrain with ease.
36Kr: The machine is also physically larger. Is that due to US consumer preferences for bulkier equipment?
CY: Product size is largely determined by the blade deck. European brands often use small swinging blades; some opt for rotary designs, which can miss patches or risk blade collisions.
In North America, where lawns tend to be larger, small devices appear inadequate. Our research, including data from retailers like Home Depot, found that 21-inch decks are both the most accepted and the top sellers.
That insight defined our product architecture. The 21-inch deck set the parameters for size, power, and battery capacity. Everything else followed from there.
We currently hold a first-mover advantage in large-deck robotic mowers. But I expect other brands will follow as they recognize the need to serve customers with larger lawns.
36Kr: What about functionality? How do you differentiate?
CY: The S1 handles slopes up to 38 degrees. We’re launching a new tire accessory that can manage 45-degree angles. Its 1,600-watt cutting power handles shrubs and riverbanks easily.
It also sweeps leaves and will soon support snow clearing with a lightweight add-on. More features like garden debris cleanup and trimming are on the way.
36Kr: How are sales so far?
CY: Since launching, we’ve shipped thousands of units. Sales revenue this year is up more than fivefold from last year. Our return rate is just 0.5%, and service requests stay under 5%. We broke even within three months of commercial launch and are on track to be profitable this year.
36Kr: Most brands are going all-in on full automation. Was there ever doubt or anxiety about choosing a semi-automated path?
Chen Yiqi: We had intense internal debates about what our first product should look like. The reality is, can today’s fully autonomous lawn mowers truly offer a fuss-free experience?
Technological progress is inevitable, but delivering tangible value today remains essential. If a mower can’t reliably cut grass, automation is irrelevant. Competing solely on specifications or price leads to a dead end, reducing the industry to a race to the bottom. Real innovation means solving real problems.
That thinking gave us a clear roadmap: first, mechanical innovation to nail the core functionality. Then move toward autonomy, step by step.
As long as we stick to user needs, there’s no reason to feel anxious about market noise.
36Kr: Many companies struggle to scale manufacturing. As a startup, was it hard to find the right supply chain?
CY: We have a very specific methodology for supply chain management. Even without ready-made resources, we prioritized experienced suppliers, like those serving the electric vehicle sector. Their standards, quality control, and reliability were already proven in demanding conditions.
Choosing suppliers is like everything else. It’s about making the right call. We assessed whether they had the right capabilities, production volume, and industry fit. In turn, good suppliers also evaluate us.
That two-way selection helps ensure long-term stability and avoids delays during scaling.
36Kr: Early on, when order volumes were small, how did you manage costs?
CY: Cost control starts with design. You can’t just pressure suppliers. If your design is flawed, no supplier can save you. The same goes for quality.
We planned for edge cases from day one, designed for reliability, and validated everything before scaling. Both the S1 and our upcoming autonomous model had their supply chains locked in before mass production. That’s how we avoid delays and yield issues.
36Kr: What does the product roadmap look like?
CY: The S1 solved two major challenges: cutting strength and terrain handling. These are critical for the tough North American environment. We used a full-metal chassis to guarantee stability.
You could say it has a strong “body” and a responsive “cerebellum.” Next, we’ll develop its “brain” by focusing on perception, positioning, and autonomous decision-making. That will take it from remote control to fully autonomous.
36Kr: What’s the biggest challenge with that leap?
CY: It’s all about data. Smart decisions require massive training datasets. But collecting that data overseas has compliance hurdles. We currently rely on open-source data and self-collected, compliant datasets for development.
36Kr: When will your fully autonomous second-gen mower launch?
CY: We’re aiming for next year’s peak season. There’s still work to do, and products must be fully validated. Customers aren’t guinea pigs.
Unfortunately, some brands rush to market with half-baked concepts, or use crowdfunding for unready products they can’t deliver. That hurts not only serious builders like us but also the overall image of Chinese companies.
We’d rather take our time, polish the product, and make good on our promises. If we commit to crowdfunding, we deliver.
36Kr: What’s your revenue split between online and offline channels?
CY: Mostly online for now, but we’re gradually expanding offline.
We’re targeting professional landscaping equipment dealers. They understand the category and reach the right users.
Yes, offline retailers abroad often demand steep margins, which is tough for startups. But we’re not too worried. The S1 has a strong differentiator and enough gross margin to support partner commissions. Dealers who’ve tried it love it and are keen to work with us.
Robotic mowers are a complementary category. Stocking our products doesn’t cannibalize their existing business, so most dealers are open to cooperation.
36Kr: How’s the S1 performing in Europe?
CY: European users are quite different. They are generally older and tend to request more accessories.
The market is 90% consumer and only 10% commercial. Labor is expensive, and users have good awareness and acceptance of robotic solutions. With aging populations and limited cheap labor, demand is actually stronger than in the US.
For us, B2B is really just B2C at larger volumes. Since our resources are limited, we’re focusing on individual consumers first. If we meet their needs, commercial customers will follow.
36Kr: How do you gather user insights?
CY: We do it the old-fashioned way: by talking to users.
Our tech and marketing teams, myself included, regularly visit the US to meet users. We’ve even built user groups where they give feedback and request features. Some have asked for custom accessories or consumable upgrades, and we’ve brought them in to test new designs.
36Kr: Have user behaviors changed in recent years?
CY: Some users are still willing to grow with a new brand, but fewer than before.
Crowdfunding platforms reflect this shift. They used to be havens for innovation where people supported ideas. Now they are more like mainstream shopping channels. Users are picky and mainly look for deals or novelty.
That makes entrepreneurship harder. You can’t just pitch a concept. You need real ability and execution.
The market’s tolerance for mistakes is shrinking. For high-tech products, it may come down to just one shot at survival. You need time to validate while also staying afloat. It’s a tough balance.
36Kr: Any advice on managing that?
CY: Take the narrow path. Avoid the crowded lanes. When others were crowding into Europe, we doubled down on North America. When others rushed into autonomy, we led with remote control.
36Kr: But users always want it all, don’t they?
CY: That’s why building a company is a test of comprehensive ability. You can have weaknesses, but you must be able to strengthen them over time. Every major function—whether product, supply chain, or user research—requires a solid foundation.
The market is fair. If you truly meet user needs, you’ll gain traction and build momentum from there. That’s the starting point for all startups. Everything else can grow from it.
36Kr: Some say having an early-mover advantage is crucial in this category. Do you agree?
CY: We focus on product capability. If you rush out a flawed product just to be first, the damage can be severe. It looks like you’re claiming the market, but really, you’re destroying your brand. It’s unsustainable and irrational.
We believe in accumulating value and avoiding short-term pressure from capital or market noise. If the market is big enough, entering with a strong product is never too late. If it’s small, there’s no point forcing your way in.
I still believe no one company can monopolize the entire space. There will always be users whose needs align with us, but only if our product is good enough.
KrASIA Connection features translated and adapted content that was originally published by 36Kr. This article was written by Huang Nan for 36Kr.