Time to Market Matters ? Exploring the Dynamics of Market Share in High-Tech industry in Taiwan Robert Zhenping Zhang University of Palermo, Italy Beijing University of Posts and Telecommunications, China Postal address: Via Rocco Jemma 88, Palermo, Italy Phone: 086-18510771265 Email:robert_zhangzhenping@foxmail.com; Yin-Yi Rachelle Yang European Master program in System Dynamics (EMSD) University of Bergen, Norway Phone: 886-988-565098 Email:rachelle_yang@hotmail.com 06, Aug 2018

Outlines Abstract -objective of the paper Background information and Problem Identification CLD Model Simulation and Analysis Base Run- Reference Mode Replication Policy Intervention MINIMUM TIME TO PERFORM A TASK NORMAL TIME TO DISCOVER REWORK Average work quality Insights and Conclusions

Abstract A case study on market share of a high-tech company providing signaling testing measuring instruments in Taiwan telecommunication industry is revealed. The problematic behavior is continuously decreasing market share because of project delay leading to longer time to market, while time to market (Abbrev.TTM) is the length of time it takes from a product being conceived until its being available and deliverable to customers. Because of the dominance of one major reinforcing loop, longer time to market causes market share lower and lower. The policy lever as the short-tem solution is proposed to alleviate the problem serving as a suggestion to the project mangers and the business owners for the product planning and project management to regain maker share dominance.

Abstract In addition, insights learned from the driver contributing to sustainable business growth, such as average work quality in the long term are also studied and analyzed. Market share considered as an index to gauge the synthetic performance of the company instead of an ultimate goal to achieve is suggested for sustainable business growth for business owners. The drivers for successful and sustainable business lies in not only the availability of the products (time to market), but also in average work quality which brings more enduring and sustainable intangible values to the company, such as business image, customer satisfaction, company climate, and employee loyalty.

Background Information and Problem Identification R1 loop

Model Simulation and Analysis Base Run-Reference Mode Replication

Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12.8

Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12.8 To regain market share, MINIMUM TIME TO PERFORM A TASK has to be <=12.8 (month)

Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12 Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12.8 and NORMAL TIME TO DISCOVER REWORK To regain market share, MINIMUM TIME TO PERFORM A TASK has to be <=12.8(month) while NORMAL TIME TO DISCOVER REWORK determines the increasing rate of market share. Working on “NORMAL TIME TO DISCOVER REWORK” alone has no effect on market share.

Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12 Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12.8 and average work quality R3 is a slow reinforcing loop to improve average work quality compared to R2 to speed up the project process by increasing productivity given the total staff is fixed. Tracing through R3 loop, it is a slower reinforcing loop ( compared to R2) because it takes time for the company to improve the average work quality and build reputation, and it also takes time for customers to perceive the better average work quality. R3 further strengthens the reinforcing impact of R1 and R2.

Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12 Policy intervention with MINIMUM TIME TO PERFORM A TASK <=12.8 and average work quality The adoption rate exhibited oscillatory and fluctuating behavior . With stronger effect of average work quality on discard rate and shorter average product cycle, the amplitude of market share fluctuates most. The amplitude of adoption rate becomes larger over time horizon indicating the effect of average work quality is strengthened more and more over the time horizon in the long run implying average work quality plays an important role in the long-term strategy.

Insights and Conclusions “time to market” (TTM) plays an important role in the product development, and consequentially it has great impact on the market share in the high-end testing equipment industry. Market share considered as an index to gauge the synthetic performance of the company instead of an ultimate goal to achieve is suggested for sustainable business growth for business owners. The drivers for successful and sustainable business lies in not only the availability of the products (time to market), but also in average work quality which brings more enduring and sustainable intangible values to the company, such as business image, customer satisfaction, company climate, and employee loyalty.

Thank you ! 06, Aug 2018 Robert Zhenping Zhang Yin-Yi Rachelle Yang University of Palermo, Italy Beijing University of Posts and Telecommunications, China Postal address: Via Rocco Jemma 88, Palermo, Italy Phone: 086-18510771265 Email:robert_zhangzhenping@foxmail.com; Yin-Yi Rachelle Yang European Master program in System Dynamics (EMSD) University of Bergen, Norway Phone: 886-988-565098 Email:rachelle_yang@hotmail.com 06, Aug 2018