The prior researches of business development model almost focus on the conceptual model building. There is rare case study to discuss how an existing company to develop a new product. This paper discusses the business development model on electronic blood press monitors in Taiwan. We use two dimensions, technology maturity and market maturity, to measure when it is the optimal timing for a company to cut into a new product. As the result, we find that for Taiwanese companies, they select OEM as the shortcut to develop a new business. The optimal timing for them to cut into electronic blood press monitors is the standardized stage at technology maturity and the growth stage at market maturity.