中国国际工程承包行业自改革开放后迅速崛起，经过四十多年的发展取得了举世瞩目的成就，业务领域扩大，参与企业成倍增长，整体实力增强，对外工程体系架构日趋完善，政府对于区域间合作日渐重视，多家综合实力较强的国内企业已跻身全球对外工程承包商前列。但是与已有一百多年历史的发达国家国际工程承包行业相比仍有不小差距，其主要存在问题包括复合型人才缺乏、面临外来者劣势和来源国劣势、自身管理系统不完善，影响企业可持续经营。现就中国国际工程承包企业海外市场进入难题做相关研究论述。 本文使用文献分析、定性解释、比较分析、个案研究等多种方法，通过对跨国企业新市场进入已有理论研究、中国该行业现状及与发达国家差距分析、搭建分析表、框架等形式进行研究。 探究中国国际工程承包行业海外经营发展历史、市场进入的两种模式——契约进入与股权进入，从经营数据、与发达国家差异、人力资源、相关方、企业文化、社会责任履行六个方面分析中国该行业发展现状。 选择中工国际工程股份有限公司作为案例公司,依照主要签约项目脉络将其进入拉美市场的过程分成三个阶段：创业起步（初入委内瑞拉）、快速发展（扎根委内瑞拉）、开拓升级（进入其他市场）。逐一探讨每个阶段面临的外来者劣势和来源国劣势，抽取邓宁国际生产折衷理论和实现国际化动机两个维度论述各时期市场进入动因，归纳各阶段市场进入不同举措，总结其解决新市场难进入的方法，即结合不同阶段实际情况采用先易后难的进入模式，重视人力资源、技术、文化、社会责任和品牌资产等各方面的本土化经营。 最后，总结案例企业新市场进入一般规律：企业外来者劣势和来源国劣势随着发展总体趋势由强变弱，制定的市场进入举措由易到难、由浅入深。为该行业其他企业提供借鉴思路，启示该行业其他企业为成功进入新市场并实现可持续经营应结合自身情况选择进入模式和经营举措；从分支机构与母公司的关系入手，调整一体化和当地化战略，提升企业国际化水平；分析内外部因素实施属地化经营，融入当地社会。

China's international engineering contracting industry has flourished since the reform and opening up. After more than 40 years of development, it has achieved remarkable achievements, business areas have expanded, participating companies have grown exponentially, overall strength increased, and the structure of the external engineering system has become more sophisticated. The government has increasingly attached importance to cooperation between international regions. A number of domestic companies with strong comprehensive strength have ranked among the top foreign engineering contractors. However, compared with the international engineering contracting industry in developed countries with more than one hundred years of history, there is still a big gap. The development of China's international engineering contracting industry has a long way to go. The main problems include the lack of compound talents, the disadvantages of outsiders and the disadvantages of source countries, and the imperfect management system, which affects the sustainable operation of enterprises. The relevant research and discussion on the entry of the overseas market of Chinese international engineering contracting enterprises is now carried out. This paper uses literature analysis, qualitative interpretation, comparative analysis, case studies and other methods. Studying through the research on the new market of multinational enterprises, the existing theoretical research in China, the current situation of the industry in China, and the gap analysis with developed countries, the analysis tables and frameworks. Exploring the development history of China's international engineering contracting industry and the two modes of market entry: contract entry and equity entry. Analyze the development status of China's industry from six aspects: business data, differences with developed countries, human resources, related parties, corporate culture, and social responsibility. Select CAMCE as a case company. According to the main contracted project, the process of entering the Latin American market is divided into three stages: starting a business (initially entering Venezuela), rapid development (rooted in Venezuela), and opening up and upgrading (entering other markets). Exploring the disadvantages of outsiders and the disadvantages of source countries at each stage. Extracting Dunning's international production eclectic theory and realizing international motivation to discuss the market entry motivation in each period. Inducting different stages of market entry into different strategies. Summarize its method of solving the difficult entry of new markets, that is, adopting the entry mode of easy and difficult after combining the actual situation at different stages, and attaching importance to the localized operation of human resources, technology, culture, social responsibility and brand assets. Finally, sum up the general law of the entry of new market in case enterprises: the disadvantages of enterprises and the disadvantages of source countries are weakened and weakened with the overall trend of development, and the market entry strategies formulated from easy to difficult, from shallow to deep. To provide reference for other companies in the industry, it is suggested that other companies in the industry should choose the entry mode and business strategy in order to successfully enter new markets and achieve sustainable management; Start with the relationship between the branch and the parent company, adjust the integration and localization strategy, and improve the internationalization level of the enterprise; Analyze internal and external factors to implement localized management and integrate into local society.