Exploring Market Dynamics in Taiwan's High-Tech Industry

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Delve into the impact of time-to-market on market share in Taiwan's high-tech sector, uncovering strategies to enhance business growth and sustainability through efficient product planning and project management. Understand the significance of both time-to-market and work quality in driving lasting value for companies.

  • Market Dynamics
  • Time-to-Market
  • High-Tech Industry
  • Taiwan
  • Business Growth
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  1. 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

  2. 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

  3. 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.

  4. 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.

  5. BACKGROUND INFORMATION AND PROBLEM IDENTIFICATION R1 LOOP - Attractiveness of Relative TTM on adoption Fraction A Projected?Market?Share? 1 2 2 + Relative TTM 2 + Adoption Fraction 0.8 Actual TTM + 2 + Adoption Rate of Anritsu 8475B 0.6 R1 1 1 Work Residence Time + 0.4 Customers of Anritsu 8475B + 1 0.2 work to do + + Market Share A 1 change in work amount 1 0 effect of Market share on More Work to do 0 15 30 45 60 75 90 105 + ' Months - Market?Share?A Market?Share?B 1 2

  6. MODEL SIMULATION AND ANALYSIS BASE RUN-REFERENCE MODE REPLICATION Projected?Market?Share? Projected?number?of?adopters 1 2 50 2 2 2 2 2 0.8 2 company 2 1 0.6 1 25 1 0.4 1 1 1 0.2 1 0 0,00 26,25 52,50 78,75 105,00 1 1 Months 0 0 15 30 45 60 75 90 105 Customer?of?Anritsu?8475B 1 Months Customer?B 2 Market?Share?A Market?Share?B 1 2

  7. POLICY INTERVENTION WITH MINIMUM TIME TO PERFORM A TASK <=12.8 - Attractiveness of Relative TTM on adoption Fraction A Relative TTM MINIMUM? TIME TO? PERFORM? A? TASK + + Adoption Fraction - maximum completion rate Actual TTM R1 + + + completion rate "''...." Adoption Rate of Anritsu 8475B Work R2 R1? Reinforcong? loop? leads? to problematic? behaviour? of? decreasing? market? share? ? Residence Time + work done + work to do R2? Reinforcong? loop? with? policy? to minimize? the? "? MINIMUM? TIME TO? PERFORM? A? TASK"? results? in? lower work? to? do? compensating? the? decreasing market? share. Customers of Anritsu 8475B - + fraction believed to be complete change in work amount + Market Share A + rework discovery rate effect of Market share on More Work to do ' -

  8. POLICY INTERVENTION WITH MINIMUM TIME TO PERFORM A TASK <=12.8 Projected?Market?Share? 0.9 To regain market share, MINIMUM TIME TO PERFORM A TASK has to be <=12.8 (month) 2 0.8 0.7 1 2 0.6 1 0.5 2 1 0.4 0.3 1 1 2 0.2 0.1 0 0 15 30 45 60 75 90 105 Months Market?Share?A Market?Share?B 1 2

  9. POLICY INTERVENTION WITH MINIMUM TIME TO PERFORM A TASK <=12.8 AND NORMAL TIME TO DISCOVER REWORK TO?PERFORM?A?TASK?"on?Market?Share?of?Anritsu?8475B Impact?of?"MINIMUM?TIME 0.9 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. 5 0.8 4 0.7 3 0.6 5 1 2 0.5 4 3 1 0.4 4 3 5 0.3 1 2 0.2 3 4 5 1 0.1 2 1 2 0 0.0 10.5 21.0 31.5 42.0 52.5 63.0 73.5 84.0 94.5 105.0 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 1 2 3 4 5

  10. 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. + avergae work quality - effect of avergae work quality on Discard Rate R3 R3? Reinforcong? loop? of? average? work? quality.? Higher? average? work? quality? results? in? lower? discard rate,? and? more? customers,? higher? market? share.? This? R3? loop? further? strengthenes? the? impact? of? R1 and? R2. - Attractiveness of Relative TTM on adoption Fraction A Relative TTM MINIMUM? TIME TO? PERFORM? A? TASK + + Discard Rate of Anritsu 8475B + Adoption Fraction - + maximum completion rate Actual TTM R1 + + + completion rate "''...." R2 Adoption Rate of Anritsu 8475B Work Residence Time R1? Reinforcong? loop? leads? to problematic? behaviour? of? decreasing? market? share? ? R2? Reinforcong? loop? with? policy? to minimize? the? "? MINIMUM? TIME TO? PERFORM? A? TASK"? results? in? lower work? to? do? compensating? the? decreasing market? share. + + work done + - work to do Customers of Anritsu 8475B - + + fraction believed to be complete change in work amount + Market Share A + rework discovery rate effect of Market share on More Work to do + ' -

  11. 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. Adoption?Rate?of?Company?A?Product 20 company/month 10 5 1 1 3 2 3 2 4 0 5 4 1 2 3 4 5 1 2 3 4 5 0,00 26,25 52,50 78,75 105,00 Months Policy?with?MINIMUM?TIME TO?PERFORM?A?TASK=2.25?without?consideration?of?average?work?quality? 1 Policy?with?MINIMUM?TIME TO?PERFORM?A?TASK=2.25?with?average?work?quality-product?life?cycle=30?months Policy?with?MINIMUM?TIME TO?PERFORM?A?TASK=2.25?with?average?work?quality-product?life?cycle=10?months Policy?with?MINIMUM?TIME TO?PERFORM?A?TASK=2.25?with?average?work?quality?(?stronger?impact?)-product?life?cycle=30?months 2 3 4 Policy?with?MINIMUM?TIME TO?PERFORM?A?TASK=2.25?with?average?work?quality?(?stronger?impact?)-product?life?cycle=10?months 5

  12. 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.

  13. Thank you ! 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

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