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摘要
随着我国经济进入新常态，国内经济增速放缓，矿产资源需求量急剧下降，
2012年以来，国内矿产勘查行业投入持续下行，勘查产能明显过剩。内蒙古矿业
公司作为当地较有影响力的国有矿产勘查开发企业，在国内市场低迷的情况下，
已经开始开展国际业务。2017年，全球矿业形势呈现触底迹象，在发达国家制造
业回归和新兴经济体稳定发展推动下，世界经济缓慢复苏，世界矿产勘查投入理
性回升，且“一带一路”战略带来的矿产资源领域的发展合作，也将为我国矿产
勘查开发企业带来重大发展机遇，如何更加全面地研判复杂的外部环境和企业自
身的条件，重塑企业的国际化战略，获得发展优势，显得尤为重要
本文以内蒙古矿业公司国际化战略为研究对象，在分析总结国内外相关文献
的基础上，运用企业战略管理、企业国际化相关理论，采用系统分析的方法，通
过对其所处外部环境和行业特征的深入分析，指出该公司在国际化的过程中既面
临全球矿业理性回归、“一带一路”地区沿线重要矿产国投资环境改善、我国“走
出去”环境优化的发展机遇，同时面临着矿业开发环保成本日益增高、部分地区
资源民族主义抬头、提高进入壁垒，我国顶层设计缺失造成的无序竞争等威胁和
挑战。通过对其自身具备的资源条件和能力的深入剖析，得出该公司在技术水平、
技术专业人才、财务状况方面具有较强的竞争优势，但在风险控制、融资渠道、
跨国管理人才、跨国经营和本土化经营等方面具有较大的不足。运用SWOT矩阵分
析法，形成了四种不同的战略，根据该公司目前的国际化发展阶段特征，对比各
种方案优缺点，得出该公司目前应以增长型战略为主，以扭转型战略为辅，立足
于专业技术、人才、资金优势，利用“一带一路”平台机遇，在该地区尽快实现
找矿突破；同时，加快风险评估体系、融资渠道、本土化运营管理机制的建设，
增加跨国人才储备。并指出保持技术领先优势、寻找高附加值的市场、融资渠道
多元化、加强风险控制能力是实施战略重点关注的问题。最后，从企业组织结构、
运营、管理制度、人力资源和企业文化整合五个方面提出国际化战略实施过程中
的保障措施。通过以上研究，希望能对内蒙古矿业公司或类似企业今后的国际化
发展有所启发和借鉴
关键词：内蒙古矿业公司，矿产资源勘查开发，国际化战略
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Abstract
As China's economy has entered a new normal, the domestic economic growth has
slowed down, and the demand for mineral resources has dropped sharply. Since 2012,
the investment in the domestic mineral exploration industry has continued to decline,
and exploration capacity has apparently been surplus. Inner Mongolia Mining Company,
as a relatively influential state-owned mining exploration and development company in
the region, has started to conduct international business in the context of the downturn
in the domestic market. In 2017, the global mining situation showed signs of bottoming
out. With the return of the manufacturing industry in developed countries and the stable
development of emerging economies, the world economy slowly recovered, and the
world mineral exploration input rose rationally, and the mineral resources sector brought
by the “One Belt and One Road” strategy. The development cooperation will also bring
major development opportunities for China's mineral exploration and development
companies. How to more comprehensively study and judge the complex external
environment and the company's own conditions, reshape the company's
internationalization strategy, and gain development advantages are particularly
important.
This article takes the Inner Mongolia Mining Company's internationalization
strategy as the research object. Based on the analysis of domestic and foreign relevant
literature, it uses the relevant theories of enterprise strategic management and enterprise
internationalization, and adopts systematic analysis methods, through its external
environment and industry characteristics. The in-depth analysis pointed out that in the
process of internationalization, the company is faced with the global mining rational
return, the improvement of the investment environment of important mineral countries
along the “One Belt and One Road” region, and the development opportunities for
China’s “going out” environment, while facing the environmental protection of the
mining industry. The ever-increasing cost, the rise of resource nationalism in some
regions, the increase of barriers to entry, and the threats and challenges of disorderly
competition caused by the absence of top-level design in our country. Through in-depth
analysis of its own resource conditions and capabilities, it has concluded that the
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company has strong competitive advantages in terms of technical level, technical
professionals, and financial status, but in risk control, financing channels, multinational
management personnel, and multinational operations. There are major deficiencies in
areas such as localization management. Using the SWOT matrix analysis method, four
different strategies have been formed. According to the company's current international
development needs, and comparing the advantages and disadvantages of various options,
it is concluded that the company can currently focus on the growth strategy and
torsion-type strategies as an aid, and It is pointed out that the maintenance of
technological leadership, the search for high value-added markets, the expansion of
diversified financing channels, and the strengthening of risk control capabilities are the
key concerns of the implementation strategy. Finally, from the five aspects of
organizational structure, operation, management system, human resources and corporate
culture integration, the safeguard measures in the implementation of the
internationalization strategy are proposed. Through the above studies, we hope to
inspire and draw lessons from the future internationalization of Inner Mongolia Mining
Corporation or similar companies.
Key words: Inner Mongolia Mining Company, exploration and development of mineral
resources, internationalization strategy。