随着全球对可持续发展和环保的重视，新能源汽车行业迎来了快速发展期。截至2023年底，中国新能源汽车保有量已突破千万，行业也从初期的规模扩张逐渐转向质量提升。中国新能源汽车企业在提高产品品质和技术能力的同时，开始探索如何通过品牌国际化在全球市场上赢得认可。本研究基于品牌国际化理论和资源基础观视角，通过构建一个以国际目标市场和车企业务起源为研究维度的2×2案例分析框架，深入分析了比亚迪、奇瑞、蔚来和哪吒四个代表性中国车企的新能源汽车产品海外拓展情况。在资料搜集方面，本研究采取了多样化方法，以二手资料为主，利用访谈信息交叉验证。一手资料主要来源于对企业管理层和关键员工进行深度访谈，二手资料则涵盖公司年报、行业报告、学术期刊和新闻报道等。研究发现，中国新能源汽车企业的国际化策略需要综合考虑内外部因素，如市场环境、政策支持和自身产品能力。根据不同目标市场的特性，企业应采取灵活多变的市场进入策略，同时设计本地化产品并实施相应的品牌营销战略。企业还需不断积累和优化技术资源、人力资源、财务资源及声誉资源，并通过增强市场洞察能力、市场营销能力、供应链管理能力及协调重组能力以在国际竞争中获得持续优势。通过进一步对比分析，本研究发现企业根据进入市场不同选择的国际化战略存在显著差异。具有较强技术实力和品牌自信的中国车企更倾向于进入对技术要求更高的发达市场，而技术创新能力较弱的企业则倾向于进入对价格敏感的新兴市场。同时，传统燃油车起家的公司与新兴新能源车企在市场经验、资源实力和风险管理方面存在差异，导致在国际市场的战略布局呈现不同的侧重点。本研究的创新之处在于构建了一个多维度的案例分析框架，通过分析企业资源和能力，识别了中国新能源汽车品牌国际化的机遇与挑战。文章结论对于新能源汽车行业的可持续发展具有重要的理论和实践意义，同时也为资源基础观在新兴行业的应用提供案例分析支持。

With a global focus on sustainable development and environmental protection, the new energy vehicle (NEV) industry is experiencing a surge in growth. Currently, sales of NEVs in China are nearing ten million units, with the industry transitioning from initial expansion to a focus on enhancing quality. In this context, Chinese NEV companies are striving to improve product quality and technological innovation while also seeking international market recognition through brand internationalization.This article leverages theories of brand internationalization and the resource-based view to construct a 2x2 case analysis framework, considering international target markets and the origin of the automotive businesses as key dimensions. It offers an in-depth examination of the overseas expansion strategies of four leading Chinese NEV firms.The findings suggest that the internationalization strategies of Chinese NEV companies should address both internal and external factors, such as market conditions, policy support, and product qualities. Depending on the characteristics of different target markets, companies should employ flexible and varied market entry strategies and adapt their product and brand marketing to local needs. Furthermore, firms need to continuously enhance their technological, human, financial, and reputational resources, and improve their core capabilities in market insight, marketing, supply chain management, and organizational coordination to maintain a competitive edge internationally.A comparative analysis reveals notable differences in the internationalization strategies for different markets—emerging versus developed. Companies with advanced technological capabilities and strong brand presence tend to enter developed markets that demand higher technical standards, while those with less innovative capacity often target emerging markets that are more price-sensitive. Additionally, varying levels of market experience, resource availability, and risk management approaches between companies from traditional automotive backgrounds and those born to be in the NEV sector result in distinct strategic priorities in their international market strategies.