Ouyang Nima has poached the sales team from TIMAX in China, which means that TIMAX will need to reorganize a new team, taking at least 8-12 months. Due to the lack of a new sales team to provide immediate service, there is a vacuum period in terms of customer design quotes, samples, and technical support, leading many customers to discuss whether to adopt next-generation semiconductors for their designs. Semiconductors are completely industrial design products, unlike general automotive electronic part numbers. For example, the ignition system in our cars is a typical automotive electronic part, and the early failure rate (EFR) of such products is usually in the range of 1-5 parts per million (PPM), meaning the probability of a failed ignition is typically 1 in a million to 5 in a million. Therefore, we rarely see instances of failure to start. However, for MCUPs, these products are considered general industrial-grade products, and their EFR typically ranges from 30-50 PPM, which is normal for industrial products. TIMAX has a batch of automotive products produced in a wafer factory in Taiwan. Previously, these were manufactured in the United States, so when produced in Taiwan, all customers were provided with a Product Change Notification (PCN). Unfortunately, during one batch shipment, a power interruption occurred, resulting in a reduced yield and an EFR of 20 PPM for that batch. The difference between 1-5 PPM and 20 PPM is significant, especially since Ouyang Nima was promoting products to a major automotive client that had previously used TIMAX’s products. This PCN change coincidentally led to a significant increase in EFR, providing Ouyang Nima with a substantial opportunity. Ouyang Nima communicated in detail with the client, explaining that such a high PPM could potentially lead to end customers needing to return vehicles or visit service centers for repairs, thereby increasing the service costs for the car manufacturers. Ouyang Nima began to relay this information among different automotive manufacturers. Within a month, all automotive manufacturers in China were aware of the quality issues with TIMAX’s products. In fact, such issues can be resolved simply by informing customers of the testing methods and techniques. Often, customers are not primarily concerned about quality issues; they are most worried about being able to communicate face-to-face with the original engineers when problems arise. Therefore, quick and long-term customer visits and services are the key to achieving performance. During this period, TIMAX’s China team was not fully organized, and the new sales team was unsure how to explain and communicate with customers in detail. This led to TIMAX’s China business being in a very passive position. New product designs could not be widely applied in front of customers, resulting in a missed opportunity for rapid development over 1-2 years. With the help of TIMAX’s team led by John, Ouyang Nima and his team began to rapidly develop in the automotive electronics sector. They quickly established brand recognition and loyal fans among many customers in China. Key Insight: Advantages and disadvantages can often be interchangeable, depending on the leadership’s attitude and decisions in the current situation. If a crisis can be turned into an opportunity, it represents a chance for the company to reshape itself. However, if the crisis is allowed to spread, the company will be in a very passive state. Therefore, the leadership, especially those directly executing decisions, needs to have a strong market sensitivity and awareness to quickly serve customers.