无论是工业 4.0 的布局，还是大数据的应用、物联网的兴起、智能穿戴的普
及，都依赖于半导体产业的发展。其中，半导体设备业是整个产业的核心，
它处于行业价值链的顶端，其发达程度决定了国家信息技术的领先优势，各
大国家均把半导体集成电路装备产业作为战略产业来扶持

2016年我国半导体行业的产值约为 2839亿，设备市场的需求总额近 370
亿，但国内半导体设备业发展缓慢，水平较为落后，半导体生产线所用的大
多数设备靠进口提供，国内设备厂商供给率不足 12%。Q 公司作为国内知名
的设备供应商，其发展所面临的问题在行业中具有很强的代表性。近年来我
国大力发展半导体产业，国内的设备供应商在国家半导体的战略布局中拥有
良好的发展机遇

本文以 Q 公司为研究对象，力图通过全面的研究和分析，帮助解决当前
公司竞争乏力、战略不清晰、市场定位和目标不明确等问题。文章基于 MBA
所学战略管理理论, 从国内外行业的发展趋势和产业链的构成出发，阐述了
我国半导体设备行业所面临的现状和主要问题。通过运用 PEST 分析法、波
特五力模型等方法，本文对企业所处的宏观环境及市场竞争状况进行了详细
的论述，分析了 Q 公司主要产品的对象市场及客户分布，并利用竞争态势矩
阵与主要对手在竞争力上做出了评价

其次根据 Q 公司自身情况，论文从技术、人力资源、产品、市场、财务
等内部因素着手，剖析了企业所拥有的能力和资源，挖掘了企业的特点和核
心价值，阐述了公司所面临的机会和挑战以及所拥有的优势和劣势。文章运
用 SWOT 战略矩阵设计出增长型、扭转型、多种经营型、防守型 4 种战略组
合，同时引入 QSPM 定量战略计划矩阵对每种战略组合进行量化分析，结合半导体设备 Q 公司的发展战略研究基本战略选择的定性分析，提出聚焦细分市场的增长型战略为现阶段 Q 公司
的最优选择

最后，联系实际情况，在技术研发、组织架构、规章制度、财务管理、
市场营销、业务结构等方面建立起与战略方向匹配的实施措施，提出了个人
的构想和建议，将企业的战略分解到企业运营和管理的各个方面，使企业的
战略实施有很强的可行性和可操作性

希望通过本文的研究，能帮助 Q 公司充分发挥自身优势，把握市场机遇，
整合内部资源，提高运营效率，使得公司具有长期竞争优势，能够在外资占
主导地位的半导体设备行业发展壮大。Q 公司通过有效的战略实施获得持续
竞争优势的道路，对国内同行的发展战略有重要的借鉴价值，同时也为提高
我国半导体设备行业的整体水平做出了积极的探索

关键词：半导体设备 中国市场 发展战略 波特五力 战略选择AbstractAbstract
Semiconductor industry is very critical for the worldwide technology
development. It’s not only a pillar industry that values hundreds of billions, but
also the foundation of the development of information technology. From
Industry4.0 and big data application to smart city and smart wearable device all
rely on the development of the semiconductor industry. As the core of the
semiconductor industry, semiconductor equipment is beyond the top of the entire
value chain, which development level determines the leading superiority of
national information industry. All the major counties implement the strategic
layout for semiconductor equipment industry.
China’s semiconductor industry output valued 284 billon RMB in 2016 and
total equipment demand was 37 billon. However, due to slow development and
lower level of equipment industry in China, most of the equipment of
semiconductor production line are imported which causes less than 12% supply
rate of domestic equipment vendors. In recent years, the semiconductor equipment
enterprises get very good chance from the strongly investment in semiconductor
industry by Chinese government. As a leading company of semiconductor
equipment vendor in China, company Q is facing to an unprecedented
opportunities incoming semiconductor industry development.
The thesis is based on company Q as object of study, to analysis the issue of
insufficient strategic plan, unclear market position and poor competitiveness.
According to the trend and the industry chain structure, the paper states the issues
that domestic equipment companies faced. Using strategic management theory of
MBA course, the research is starting on external macro environment and the
market competition situation by applying Porter’s five forces and PEST models, to
evaluate the competitiveness of major competitors by CPM Matrix.
Next, by analyzing on internal condition of the company, including
technology, human resources, product, market, financial status and other aspects,The Research on development strategy of Semiconductor Equipment Company Qthe research illustrates company Q’s capability and resource, unveil its
characteristics and core value, indicates the company Q’s opportunities and
challenges as well as internal strengths and weaknesses. According to all the data
and information state above, by applying SWOT strategic matrix and QSPM
analysis matrix model, the most appropriate development strategy of company Q is
to focusing on growth strategy to market segments which will be the outcome of
the research.
In the end, from technology research and development, organization structure,
rules and regulations, financial management, marketing improvement and business
structure, combing the reality, the thesis build up a proper method to ensure
effective execution on strategy of company Q, and breakdown to all aspects of
operation and management, making the strategy more feasible.
Through this research, the analysis and suggestions can help company Q to
hold the market opportunities, integrate resources and improve the productivity.
Therefore, the competitive advantage obtained from strategy implementation of
company Q will bring the significant value to semiconductor equipment industry.
Keywords: Semiconductor Equipment；China Market；Development strategy;
Michael Porter’s 5 forces model; Strategy choice目 录目 录
1 绪论..1
1.1 研究背景和目的........4
1.1.1 研究的背景..........4
1.1.2 研究对象的介绍..5
1.1.3 研究的目的..........6
1.2 研究内容和方法........6
1.2.1 研究的内容..........6
1.2.2 研究的方法..........7
1.3 研究思路和框架........8
1.3.1 研究的思路..........8
1.3.2 研究的框架..........9
2 战略管理的相关理论..........10
2.1 企业战略定义和构成要素..10
2.1.1 企业战略的定义10
2.1.2 企业战略的构成要素....10
2.2 企业战略的研究现状..........11
2.2.1 企业战略国际研究现状11
2.2.2 企业战略国内研究现状13
2.3 企业战略的管理过程..........14
3Q 公司外部环境分析...........16
3.1 我国半导体设备产业背景..16
3.1.1 半导体产业的定义和产业链的介绍....16半导体设备 Q 公司的发展战略研究3.1.2 半导体设备产业简介....20
3.1.3 我国半导体设备发展现状........21
3.1.4 进口设备垄断的经济模型........23
3.2 我国半导体设备行业 PEST 环境分析.........25
3.2.1 政治环境分析....25
3.2.2 经济环境分析..........
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