The type of generic industry structure that the Semiconductor machinery industry belongs is the emerging structure, which is defined by the creation through technological innovations, shifts in the relative cost relationships and the emergence of new end user needs. Since the levels of uncertainty and risks are high, coupled with the lack of clarity in the competition rules within the market, the process of formulation of the strategy in this market involves identification of early buyers and adopters (Mahadevan, 2013).
These adopters influence the development of the industry and the ways in which the industry designs, delivers and how it produces the market products. Essentially, the adopters also influence the ways of marketing the Semiconductor machinery products. For instance, there are low cost leaders in China and India dominates the market while the emergences of Sub-Saharan African producers are defined by dilution of the profits (Luo, 2013).. The increase in API competition thus results in lower supply costs for the manufacturers, which in turn affects the costs of the final products basing on the factors that affect the external environment.
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It is thus evident that the generic market structure is the emergent industry as there are a variety of policies and technological enhancements that influence the process of decision making in the Semiconductor machinery industry. Economic evaluations and direct price, budget and product controls and the different models used to regulate price controls, while the market industry is formed on the basis of a new product, service or idea. Moreover, the industry results from cross-sector spillovers in the sense that the industry nurtures entrepreneurship in an innovative spirit. The major distinguishing characteristic of the pharmaceutical market industry is that it triggers and enables structural changes to take place within the market, coupled with high propensities to cluster (Shirmohammadi et al., 2012).
References
Luo, Y. (2013). Industrial dynamics and managerial networking in an emerging market: The case of China. Strategic management journal , 24 (13), 1315-1327.
Mahadevan, B. (2013). Making sense of emerging market structures in B2B e-commerce. California Management Review , 46 (1), 86-100.
Shirmohammadi, D., Wollenberg, B., Vojdani, A., Sandrin, P., Pereira, M., Rahimi, F., ... & Stott, B. (2012). Transmission dispatch and congestion management in the emerging energy market structures. Power Systems, IEEE Transactions on , 13 (4), 1466-1474.
