This paper selects two international entrepreneurial enterprises to explore how enterprises can achieve the upgrading of niche international entrepreneurial capability (NIEC) under the guidance of strategy. The conclusions are as follows: First, NIEC is a new concept proposed based on the “niche” concept and international entrepreneurial capability, referring to the capability of enterprises to focus on global segmented technology exploration and international segmented market expansion. The strength of the capability can be measured from three dimensions: the speed, breadth, and depth of NIEC. Second, enterprise strategy is a key element in generating NIEC. Enterprise strategy originates from the perception of managers. Based on experience and ability, the decision-making team of enterprises can form a strategic consensus at the management team level after discussion based on their perception of the external environment of enterprises. The strategic consensus at the team level has been further refined and elevated to an organization-level enterprise strategy. As the external context changes, there is a dynamic synergistic evolution between innovation strategy and internationalization strategy, which in turn triggers the upgrading process of NIEC. Third, the matching between enterprise strategy and opportunity-resource integration behavior has promoted the upgrading process of NIEC from “speed acceleration” to “breadth expansion”, and then to “depth expansion”. The inspirations are as follows: First, managers need to pay attention to the improvement of the speed, breadth, and depth of NIEC. Second, existing global leading enterprises in the segmented industry are all developed from small and medium-sized enterprises, gradually changing from weak to strong, and ultimately becoming industry leaders, so the successful experience of international entrepreneurship is worth learning. Third, for enterprises that have already achieved the ultimate in a certain segmented field, they need to enter relevant international segmented markets based on their existing resources and capabilities, and use their previous successful experience in niche international entrepreneurship to strive to create their second and third single champion products. The main contributions are that: This paper reveals the internal logic of the upgrading process of NIEC, deepens the value embodiment of the “niche” concept in the international entrepreneurial process, deepens the understanding of enterprises breaking through resource constraints to achieve strategic transformation, and conducts theoretical deepening based on the Chinese context. The conclusions provide an important explanatory pathway for the international entrepreneurship of Chinese enterprises.