随着中国“一带一路”倡议的实施，中国企业走出去迎来了一次良好的机遇。企业国 际化经营并不同于国内经营，需要针对其所进入的国际市场特征制定相应的经营战略， 只有这样，我们才能抓住机遇，谋求国际发展。从全球角度看，企业国际化利用不同国 家和地区的比较优势，分散和分配价值链中的所有环节和功能，有机结合，实施一体化 管理，努力实现企业国际化。为了获得长期稳定的全球竞争优势，较低的运营成本，寻 求全球效益最大化，随着全球经济一体化的发展机遇，中国企业特别是民营企业积极选 择了国际化发展道路。本文选择JH公司作为研究对象，对于企业全面进入中东地区市 场的国际化经营战略进行了深入的研究。 JH公司是由民营资本，国资参股，高校知识产权入股的民营高科技企业，公司主 要从事生命维持科学领域的血液体外循环净化、肾脏器官人工替代装置研究，产品开发、 生产、销售和医疗健康服务。公司成立近17年，成功过研发了中国第一台用于肾衰竭 临床治疗的血液透析机，中国第一台用于替代肝功能临床治疗的血液净化灌流机，是国 家重点高新技术企业，同时也是广州市血液净化技术和材料研究重点实验室。 随着研发技术发展，JH公司的产品逐步取得与国际跨国公司产品竞争的机会，公 司从原有的内向型国际销售模式逐步向以外向型推动的国际化发展方向转型，通过加快 公司全球化进程，从而获得全球技术资源和生产要素，全面提升公司国际竞争力，加速 公司国际化进程。其中拟与总部位于土耳其伊斯坦布尔的A公司建立战略合作关系，在 当地建立制造基地，全面进入中东市场，并为将来进入欧洲市场和扩大非洲市场积累市 场资源。因此，本论文就该项目运作的市场环境、行业状况、竞争对手以及营销策略、 战略实施策略及风险管理等进行研究和论证，通过部署中东市场国际化经营战略，全面 进入全球主流市场，提高我国高端医疗设备在国际市场上的地位和竞争力。 本文研究的意义在于通过运用国际化市场进入战略管理理论，采用PEST分析模型 研究拟进入的中东市场的宏观和微观环境，运用波特五力分析模型对产业竞争状况进行 分析，同时通过总结SWOT分析模型，进行精确的市场定位和差异化的产品定位，配 合具体的市场进入方式，制定系统化的市场进入战略规划，为JH公司决策层提供有益 的参考。 关键词：国际化；中东市场；经营战略；血液透析机 II Abstract With the implementation of China's "One Belt And One Road" initiative, Chinese enterprises have ushered in a good opportunity for development.International operation of enterprises is different from domestic operation. Therefore, it is necessary to formulate corresponding business strategies according to the characteristics of international market to seize opportunities and seek for international development. Enterprise internationalization from a global perspective, the use of regional comparative advantages of different countries and regions, the value chain of each link and function to be dispersed and configuration, making them organically, integrated management, efforts to reduce operating costs, in order to achieve long-term, stable global competitive advantage, and maximize the global efficiency. With the promotion of global economic integration, anticipation in international development has been a choice for the Chinese enterprises, especially for the private enterprises. In this paper, there is a profound research on international business strategies of enterprise to assess the Middle East market with a focus on the JH. JH is a private Hi-tech enterprise invested by private capital, state-owned shares and intellectual property of different universities and colleges. JH mainly engages itself in research on the life-support science concerning the development, manufacture and sales of relevant product and medical health service, including research on the extracorporeal blood purification treatment and the artificial replacement devices for kidneys. Moreover, JN has been set up for nearly 17 years and it has achieved great success. For example, it has developed the first hemodialysis machine for the clinical treatments on renal failure in China as well as the first machine for blood purification and perfusion in China, which has promoted JH as both the key Hi-tech enterprise in China and the key laboratory for blood purification technology and material research in Guangzhou. With its development in R&D technologies, product of JH has become competitive around the world compared with the same product of transnational corporation. Furthermore, it has gradually transformed into an external-oriented international sales mode from an internal-oriented international one. JN has enhanced its international competitive strength and process in internationalization through accessibility to the globally technical resources and producing factors with acceleration in globalization. As scheduled, JH will set up a manufacturing base in Istanbul to access to the Middle East market and to conclude marketing resources for accessibility to the European market and further enlargement of African market in the future through building up strategic partnership with Company A, whose headquarters III is located in Istanbul. Therefore, an analytical research on the marketing conditions, industrial perspective, marketing campaigns and sales strategies, implemental strategies for project and risk management for this project will be carried out in this paper. To sum up, it aims to promote Chinese status and competitive strength of high-end medical devices in the international market through comprehensive accessibility to the leading markets around the world based on the implement of international business strategies in the Middle East. In this paper, it is significant to carry out research on the macro and micro environment of the Middle East market to be accessed as a schedule based on PEST analysis model, as well as analysis on the industrial competitive situation based on Michael Porter five forces model. Moreover, SWOT analysis model has also been implemented to decide its marketing orientation and orientation of differential product. Finally, it will conclude effective recommendations for the top executives in JH for decision-making through making strategic plan for market accessibility systemically with specific ways for market accessibility. Key words: Internationalization；Middle East market； Business strategy；Hemodialysis machine IV 目 录 摘要 ............... I Abstract ........ II 第一章 绪论 .. 1 1.1研究背景及意义 ................. 1 1.1.1行业背景及现状 ........... 1 1.1.2 JH公司的国际化市场发展现状 ................ 4 1.1.3研究的意义 ................... 5 1.2 国内外研究现状 ................ 6 1.2.1 战略分析的理论和方法 ............................. 6 1.2.2 企业国际化的研究 ...... 9 1.2.3 一带一路倡议与中国企业国际化 ........... 12 1.3 面临的主要挑战 .............. 13 1.3.1 JH公司(中东)面临的主要问题 ................ 13 1.3.2 需要研究解决的关键性问题 ................... 14 1.4 研究的思路和主要方法 .. 14 第二章 资源与能力分析 ........... 16 2.1 JH公司（中东）的发展历程 ......................... 16 2.2 资源分析 .......................... 17 2.2.1 有形资源 .................... 18 2.2.2 无形资源 .................... 20 2.3 能力分析 .......................... 21 2.3.1 经营管理能力 ............ 22 2.3.2 产品研发能力 ............ 22 2.3.3 生产制造能力 ............ 23 2.3.4 市场营销能力 ............ 24 2.4 核心竞争力 ...................... 24 2.5 优势与劣势总结 .............. 25 2.6 本章小结 .......................... 27 V 第三章 外部环境分析 ............... 28 3.1 PEST分析 ......................... 28 3.1.1政治环境 ..................... 28 3.1.2经济环境 ..................... 29 3.1.3社会文化 ..................... 32 3.1.4技术环境 ..................... 33 3.2行业竞争结构分析 ........... 33 3.2.1新进入者的威胁 ......... 33 3.2.2现有企业之间的竞争 . 34 3.2.3替代品的威胁 ............. 35 3.2.4供应商讨价还价权利 . 36 3.2.5买方讨价还价权利 ..... 37 3.3 主要竞争对手分析 .......... 38 3.3.1主要竞争对手 ............. 38 3.3.2关键竞争对手分析 ..... 39 3.4 机会与威胁总结 .............. 42 3.5 本章小结 .......................... 44 第四章 经营战略制定 ............... 45 4.1 宗旨和愿景 ...................... 45 4.2战略分析与选择 ............... 46 4.2.1 企业的优势（S） ...... 46 4.2.2 企业的劣势（W） .... 46 4.2.3 企业面临的机遇（O） ............................ 46 4.2.4 企业面对的威胁（T） ........