Time to Market Matters ?
Exploring the Dynamics of Market
Share
in High-Tech industry in Taiwan
Robert Zhenping Zhang Yin-Yi Rachelle Yang
University of Palermo, Italy European Master program in System
Beijing University of Posts and Dynamics (EMSD)
Telecommunications, China University of Bergen, Norway
-Postal address: Via Rocco Jemma 88, Palermo, Phone: 886-988-565098
i Italy Email:rachelle_ yang@hotmail.com
Phone: 086-18510771265
Email:robert_zhangzhenping@foxmaV@nAug 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
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
pclimate, and employee loyalty.
Projected Market Share
a ss
Anritsu 8475B
effect of Market
45 60 share on More Work to do.
Months
=i=— Market Share A =2= Market Share B
Projected Market Share Projected number of adopters
—_—
en ene —_
: ae
i]
0.6
i 25
company
04
02
ita t)
+ 0,00 26,25 52,50 78,75 105,00
Re
0 — Months
0 15 30 45 60 75 90 105 p
Months =! = Customer of Anritsu 8475B
=2 = Customer B
=i=— Market Share A =2= Market Share B
POLICY INTERVENTION
WITH MINIMUM TIME TO PERFORM A TASK
<=12.8
Projected Market Share
60
Months
i= Market ShareA 2 = Market Share B
—
=
525
Months
_ MINIMUM TIME
TO PERFORM A TASK=21.25, NORMAL TIME TO DISCOVER REWORK=12( Base Run )
MINIMUM TIME
TO PERFORM A TASK=12.9, NORMAL TIME TO DISCOVER REWORK=12
MINIMUM TIME
TO PERFORM A TASK=12.8, NORMAL TIME TO DISCOVER REWORK=12
MINIMUM TIME
TO PERFORM A TASK=12.8, Shoretr NORMAL TIME TO DISCOVER REWORK=8
MINIMUM TIME
TO PERFORM A TASK=12.8, Shoretr NORMAL TIME TO DISCOVER REWORK=4
d Pvermines the increasing
rate of market share.
¢ Working on
“NORMAL TIME TO DISCO
@)
REWORK” alone has no effec
POLICY INTERVENTION
WITH MINIMUM TIME TO PERFORM A TASK
<=12.8
AND ili WORK QUARBbIY¥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
aualitv.
‘Adoption Rate of Company A Product
——
2525
@)
ei Policy with MINIMUM TIME
""""TO PERFORM A TASK=2.25 without consideration of average work quality
with MINIMUM TIME
TO PERE OFRM A TAS 25 lh mora wk pyro! eter moth : The amplitude of adoption rate
Policy with MINIMUM TIME
TO PERFORM A TASK=2.25 with average work quality-product life cycle=10 months
Poy ty NMA TIME becomes larger over time horizon
=" TO PERFORM A TASK=2.25 with average work quality (stronger impact }-product ife cycle=30 months
ti rca nto AR Gs ay (ero avg dao indicating the effect of average
work quality is strengthened more?
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 performan
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 t
the company, such as business image, customer satisfaction, company
Alimate, and employee loyalty.
Thank you !
Robert Zhenping Zhang Yin-Yi Rachelle Yang
University of Palermo, Italy European Master program in System Dynamics
Beijing University of Posts and (EMSD)
Telecommunications, China University of Bergen, Norway
Postal address: Via Rocco Jemma 88, Palermo, Phone: 886-988-565098
Italy Email:rachelle_ yang@hotmail.com
Phone: 086-18510771265
Fmail:robert_zhangzhenping@foxmail.com;
06, Aug 2018
