本文通过运用国际化战略中的 PEST 理论、五力模型和 SWOT 理论进行分析，论证
了中国民营企业实施国际本土化战略的必要性和紧迫性。通过分析中国民营企业在实
施国际本土化战略过程中存在的问题与挑战，面临的机遇和风险，给出中国石油设备
民营企业实现“走出去”战略的对策与出路。同时，通过对国际石油设备市场的分析，
让更多的中国民营企业看到国外市场的特点与变化，从而制订出既适合本企业的国际
发展目标，又适应国际市场需求的国际化战略目标。
A 公司自成立迄今已近 20 年，已从一个小型的创业型企业转变成一个具有相当
规模的中型企业，处于市场拓展期。因此，寻求更大的市场、追逐更大的业绩增长点
是其下一步工作的重中之重。俄罗斯市场在 A 公司的全年外贸销售总额中占据将近半
壁江山，该市场的重要性对于 A 公司不言而喻。A 公司在俄罗斯已经和某一当地公司
进行本土化合作，成立了合资公司，利用互相公司的特点，更好的开发新产品，以便
快速的占领俄罗斯石油装备市场。本文通过对 A 公司在俄罗斯市场本土化战略的研
究，指出其自身的优势与劣势，以及俄罗斯市场本身的特点，从而总结出 A 公司在该
市场本土化过程中的一些经验，并给出一些建议和对策。
关键词: 民营公司；石油装备；本土化战略
III
Abstract
Presently, the major oil field of China has become more stable, and thus the amount of
petroleum equipment procurement is close to saturation basically. However, in recent years,
domestic oil equipment manufacturing companies are growing like mushrooms, the size
are also increasing. According to the finalized reality of domestic market pattern, more and
more enterprises, especially private enterprises have to look abroad of greater international
market, in order to find more room for growth and more opportunities for international
cooperation. In this background, more and more enterprises begin go abroad, implement
international strategy, in order to obtain more cutting-edge technology, advanced
management, the greater field and financial support. So, how is the overseas survival
environment of these Chinese private enterprises How is their overseas development
status What problems exist during their overseas development process How to avoid
these problems How china&39;s private enterprises adapt to overseas situation, choose to
cooperate with overseas equipment companies or compete with them This article is based
on one private oil equipment company A in the Russian market localization strategy as
research, on the basis of the theory of international strategy, through the analysis of private
petroleum equipment company A gain and loss in the process of localization in the Russian
market, advantages and disadvantages, offer some references to the other private
enterprises who are intended or have started localization in Russian market.
By using international strategy theory of PEST, five models and SWOT were
analyzed, this article expounds the necessity and urgency of China&39;s private enterprises to
carry out international localization strategy as well as how to enhance the core
competitiveness.
Through the analysis of problems and challenges of China&39;s private enterprises in the
process of implement the strategy of international localization, opportunities and risks,
offer private enterprises of China&39;s petroleum equipment solutions of realization of going
out strategy. At the same time, through the analysis of the international petroleum
equipment market, let more Chinese private enterprises observe foreign marketcharacteristics and changes, thus formulate their own suitable international development
goals, meet the needs of the international market international strategic objectives.
Since the establishment, Company A has grown nearly 20 years, from small start-up
into a scaled medium-sized enterprise, being development stage. Therefore, to seek greater
market, chase larger performance growth is next work priority. The annual sales of Russian
market in Company A are nearly half of the total foreign trade volume, which shows the
importance of the Russian market of Company A. Company A has set up a joint venture
with a local Russian company to take the advantage of the characters of each other, better
develop new products, explore the local Russian petroleum equipment rapidly. In this
article, through the study of localization strategy of company A in the Russian market,
points out its advantages and disadvantages, and the characteristic of the Russian market
itself, to summarize some experience of company A in the process of market localization,
and offer some suggestions and solutions.
Key Words: Private Company; Petroleum Equipment; Localization Strategy
第 1 章 绪论
伴随着中国和全国经济的复苏，越来越多的中国民营企业开始加速拓展海外市
场，而海外市场的拓展在目前新的形势下再次有了新的变化，中国民营企业如何走出
去，如何看待中国企业的海外发展机遇和挑战，这将带给民营企业新的思考。中国民
营企业经过了三十多年的发展，从零到有、从小到大，现在已经成为了我国经济社会
中不可缺少、最具活力的组成部分。民企依靠约 30-40%的政府资源、金融资源、自
然资源等社会资源；创造了占总额 50-60%的税收，制造或提供了 60-70%的社会产品
和公共服务；解决了 70-80%的社会就业，且吸纳 90%的新增就业。三十多年间，我国
的民营企业中涌现了一大批具有国际影响力的世界级企业，如联想、三一重工、华为
等，包括由新希望作为大股东以及发起人之一的民生银行，是我国第一家主要由民营
企业持股的股份制商业银行，目前，其已成为规模超 4 万亿、年利润 370 多亿、市值
2700 亿的优秀银行。
除大型民企外，中国还有数以百万计的中小型民营企业，尤其是在长江三角洲地
区以及东南沿海地区，通过各方式、各渠道、加工贸易、产品输出，使中国成为了世
界加工中心和出口基地。民企在很长一段时期内对于中国经济的推动和社会就业的解
决起到了积极的作用。最近几年，中国民营企业的发展已经由单纯的依靠规模转向依
靠技术、品牌、服务等，更深层次、更高水准地打造自身实力，从而在更宽广的领域
开拓自身的发展空间，特别是在海外发展。A 公司自成立迄今已近 20 年，已从一个
小型的创业型石油装备企业转变成一个具有相当规模的中型企业，处于市场拓展期。
因此，寻求更大的市场、追逐更大的业绩增长点是其下一步工作的重中之重。俄罗斯
市场在 A 石油装备公司的全年外贸销售总额中占据将近半壁江山，该市场的重要性对
于 A 公司不言而喻。A 公司在俄罗斯已经和某一当地公司进行本土化合作，成立合资
公司，利用互相公司的特点，更好的开发新产品，以便快速的占领俄罗斯石油装备市
场。
目前全世界都面临欧债危机而且美国经济持续低迷，这个对中国企业来说是一
个很好的机会。从大的环境来看，民营企业最后终将取代国有企业成为对海外进行投
资的主体是大势所趋。中国国内内部的生产资料如原材料和劳动力成本越来越高，所
以利润越来越低，“走出去”成为了各个企业的战略之一。另外，中国的外汇储备居
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