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论文编号：	15802
作者编号：	2320224164
上传时间：	2025/12/10 10:50:39
中文题目：	逆全球化背景下C公司的国际化战略研究
英文题目：	Research on the Internationalization Strategy of Company C in the Context of Deglobalization
指导老师：	林润辉
中文关键字：	C公司；逆全球化；国际化战略；跨国战略；基建；跨国公司
英文关键字：	Company C; Deglobalization; International Strategy; Transnational Strategy; Infrastructure Construction; Transnational Corporations
中文摘要：	当前逆全球化浪潮加剧了全球市场的不确定性，为中国基建企业国际化经营带来多重挑战与结构性机遇。本文以“基建国家队”C 公司为研究对象，立足其全产业链整合优势与多年海外深耕沉淀，综合运用案例研究法、PESTEL 模型、波特五力模型、SWOT分析及Bartlett & Ghoshal跨国公司战略模型，系统研判其国际化进程中的内外部环境与问题挑战。 研究发现，C公司面临贸易保护主义升级、技术标准壁垒高企、欧美高端市场渗透不足、市场与业务结构失衡等现实挑战，原有依赖规模扩张与成本优势的模式已难以适配高质量发展需求；同时，“一带一路”沿线基础设施互联互通的持续需求、绿色与数字基建领域的新增长空间、国际合作机制完善等机遇，为其战略升级提供了广阔空间。 基于环境评估与资源能力分析，本文明确C公司核心国际化战略为“全球化-多国化融合战略（跨国战略）”，构建起“总体战略统领+三维战略导向支撑”的战略体系——以该融合战略为框架，SO增长型战略为主导、ST多元化战略为保障、WO扭转型战略为补充。具体实施路径包括：在市场路径上，构建“核心市场深耕+新兴市场精准卡位+高端市场技术嵌入”的梯度布局；在业务模式上，推动由工程承包主导向“投建营一体化”及轻资产的技术与管理输出转型；在竞争战略上，着力打造以绿色基建和数字集成为核心的差异化优势；在支撑体系上，通过深化本土化运营、健全ESG治理和强化合规风控以夯实可持续发展根基。 本文进一步从组织架构、资源配置、风险管控、企业文化层面提出保障措施，为战略落地提供支撑。研究结论不仅为C公司国际化高质量发展提供靶向解决方案，也对中国建筑企业乃至广大中国跨国公司优化全球布局、应对系统性风险、提升国际竞争力具有参考价值。
英文摘要：	The current deglobalization wave has intensified the uncertainty in the global market, bringing multiple challenges and structural opportunities to the international operation of Chinese infrastructure enterprises. Taking Company C, a "national team in infrastructure construction", as the research object, this paper systematically assesses the internal and external environment, problems and challenges in its internationalization process by comprehensively applying case study method, PESTEL model, Porter's Five Forces Model, SWOT analysis and Bartlett & Ghoshal's transnational corporation strategy model, based on its advantage of integrated whole-industry chain and years of in-depth overseas development and accumulation. The research finds that Company C is confronted with practical challenges such as escalating trade protectionism, high technical standard barriers, insufficient penetration in high-end European and American markets, and imbalanced market and business structure. Its original model relying on scale expansion and cost advantages can no longer meet the demand for high-quality development. Meanwhile, opportunities including the sustained demand for infrastructure connectivity along the "Belt and Road", new growth space in green and digital infrastructure fields, and improved international cooperation mechanisms provide broad room for its strategic upgrading. Based on environmental assessment and analysis of resource capabilities, this paper concludes that Company C's core international strategy is the "globalization-multinational integration strategy (transnational strategy)", and constructs a system of "overall strategy leadership + three-dimensional strategic orientation support" — with this integration strategy as the framework, SO growth strategy as the leading force, ST diversification strategy as the guarantee, and WO turnaround strategy as the supplement. The specific implementation paths include: constructing a gradient layout of "in-depth cultivation of core markets + precise positioning in emerging markets + technological embedding in high-end markets" in terms of market development; promoting the transformation from engineering contracting-oriented to "investment-construction-operation integration" and asset-light technology and management output in terms of business model; striving to build differentiated advantages centered on green infrastructure and digital integration in terms of competitive strategy; and consolidating the foundation for sustainable development by deepening localized operations, improving ESG governance and strengthening compliance and risk control in terms of support system. Furthermore, this paper puts forward safeguard measures from four aspects: organizational structure, resource allocation, risk management and control, and corporate culture to support the effective implementation of the above strategic choices and implementation paths. The research conclusions not only provide targeted solutions for the high-quality international development of Company C, but also offer reference value for Chinese construction enterprises and even a wide range of Chinese transnational corporations to optimize their global layout, address systemic risks and enhance international competitiveness.
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