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Corporate 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class=\"wp-block-heading\">\u7b2c\u4e03\u90e8\u5206\uff1a\u5efa\u7acb\u65b0\u7684\u516c\u53f8\u57fa\u7840\u8bbe\u65bd\u4ee5\u5b9e\u73b0\u589e\u957f<\/h1>\n\n\n\n<p>\u65e0\u673a\u589e\u957f\u4e00\u76f4\u662f\u589e\u957f\u7684\u6760\u6746\u3002\u4f46\u662f\uff0c\u9664\u4e86\u6700\u8d2a\u5a6a\u3001\u6700\u719f\u7ec3\u7684\u516c\u53f8\u4e4b\u5916\uff0c\u9664\u4e86\u6240\u6709\u516c\u53f8\u4e4b\u5916\uff0c\u8fd9\u53ea\u662f\u4e00\u79cd\u96f6\u661f\u7684\u8d21\u732e\u3002\u4f01\u4e1a\u53d1\u5c55\u2014\u2014\u65e0\u673a\u589e\u957f\u7684\u4f20\u7edf\u6240\u6709\u8005\u2014\u2014\u662f\u4e00\u4e2a\u5c0f\u578b\u4f46\u6709\u6548\u7684\u673a\u6784\uff0c\u81f4\u529b\u4e8e\u8ffd\u6c42\u8fd9\u7c7b\u673a\u4f1a\u3002\u4f46\u5728\u4e00\u4e2a\u65e0\u673a\u589e\u957f\u6210\u4e3a\u6210\u529f\u66f4\u91cd\u8981\u5173\u952e\u7684\u4e16\u754c\u91cc\uff0c\u4f01\u4e1a\u9700\u8981\u5efa\u7acb\u65b0\u7684\u80fd\u529b\uff0c\u4ee5\u6269\u5c55\u548c\u8865\u5145\u4f01\u4e1a\u53d1\u5c55\u7684\u4f20\u7edf\u6280\u80fd\u3002\u5b83\u4eec\u9700\u8981\u91c7\u53d6\u65b0\u7684\u6218\u7565\u65b9\u6cd5\u6765\u5b9e\u73b0\u589e\u957f\u3002\u4ed6\u4eec\u9700\u8981\u5efa\u7acb\u65b0\u7684\u529b\u91cf\uff0c\u5305\u62ec\u4e3a\u5e76\u8d2d\u5e26\u6765\u65b0\u7684\u6280\u80fd\uff0c\u91c7\u7528\u6211\u4eec\u6240\u8bf4\u7684\u201c\u589e\u957f\u5192\u9669\u201d\uff0c\u5e76\u83b7\u5f97\u751f\u6001\u7cfb\u7edf\u5efa\u8bbe\u6280\u80fd\uff0c\u6bd4\u5982\u5b66\u4e60\u540c\u6b65\u7ecf\u6d4e\u5173\u7cfb\u4e0e\u751f\u6001\u7cfb\u7edf\u5408\u4f5c\u4f19\u4f34\u3002\u4ed6\u4eec\u9700\u8981\u5efa\u7acb\u7ec4\u7ec7\u7ed3\u6784\u548c\u6d41\u7a0b\uff0c\u65e0\u7f1d\u5730\u5c06\u5916\u90e8\u6210\u957f\u878d\u5165\u5230\u4ed6\u4eec\u65e5\u590d\u4e00\u65e5\u7684\u6838\u5fc3\u6210\u957f\u65b9\u5f0f\u4e2d\u3002<strong>\u5728\u672c\u6587\u7684\u7b2c2\u90e8\u5206\u4e2d\uff0c\u6211\u4eec\u5c06\u63a2\u8ba8\u516c\u53f8\u589e\u957f\u57fa\u7840\u8bbe\u65bd\u9700\u8981\u5982\u4f55\u66f4\u6539\u3002<\/strong><\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h2 class=\"wp-block-heading has-medium-font-size\">CXO Must read, a new playbook for growth in the age of digital transformation<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Part 1: The changing growth pattern<\/h3>\n\n\n\n<p>In short: in the age of digital transformation, a permanent shift in the economy forces a permanent shift in the way businesses achieve growth, from primarily organic to clearly inorganic; As a result of this shift, businesses need to develop new skills and capabilities and build new infrastructure to perform.<\/p>\n\n\n\n<p>The widespread discussion of digital transformation over the past few years has overshadowed the real issue: transformation is not an end in itself, but a means to long-term value growth. As we described in this original article, there are four types of digital transformation, and digital transformation is not monolithic &#8211; it involves much more than a digital back-office process. The greatest promise of digital transformation lies in harnessing ever-evolving cutting-edge technologies to unlock new revenues, business models and markets. To capture this growth, companies are investing in homegrown solutions &#8211; launching innovation LABS, building an innovation culture, and empowering employees to become innovators. <\/p>\n\n\n\n<p>But the digital age has also opened up plenty of new external sources of growth &#8211; of which startups, ecosystems, and third-party solutions account for an increasingly compelling, if not dominant, share. This is a permanent realignment of the growth landscape with profound implications for the corporate growth playbook. Historically, growth has been largely determined by internal and organic factors, and in the future, the growth playbook must be viewed more externally. To succeed in this new era, businesses need to do more than just think differently about growth: they need to develop new skills and capabilities, and build new infrastructure to execute.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Part 2: Expanding growth prospects<\/h3>\n\n\n\n<p>Traditionally, ceos have relied on three main growth strategies: market penetration, consolidation, and expansion into neighboring businesses. Market penetration drives the growth of existing market share. Merge competitors to increase revenue, strengthen market leadership, and drive cost and scale advantages. Adjacent growth includes entry into new product and solution categories, customer segments and\/or markets, offering complementary new products.<\/p>\n\n\n\n<p>To achieve these strategies, ceos rely on a short list of growth levers (see illustration). Market penetration is achieved through investment in marketing and sales and improving the value proposition of existing products. Consolidation is achieved through mergers and acquisitions focused on scale. The peripheral business is primarily activated by the work of internal R&amp;D and innovation groups to create new products and\/or reach new customers; Sometimes, adjacent businesses are realized by acquiring complementary businesses (so-called &#8220;scope&#8221; transactions). These strategies and levers are more or less how companies achieve growth.<\/p>\n\n\n\n<p>But the era of digital transformation has opened up three new growth strategies and activated three new growth levers.<\/p>\n\n\n\n<p>&#8220;The shift in the growth strategies available to companies, combined with the potency of new growth levers, has changed the growth landscape forever\u2026&#8221; <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Part 3: New growth strategy<\/h3>\n\n\n\n<p>There is no need to delve into the implications of digital transformation; That story has already been told. But we will emphasize the importance of digital transformation for growth.<\/p>\n\n\n\n<p>Technology is blurring the traditional boundaries between products and services, value chains, and entire industries, forcing companies to rethink not only business processes, but also business models and the fundamental scope of their business. These are opportunities for growth. Moreover, this is not a one-off event; The continuous advancement of technology will force the company to continue to grow. As strategist Rita McGrath has written, the era we live in today has ushered in the end of sustained competitive advantage. In order to move forward successfully, businesses must be flexible and adaptable and achieve growth, and businesses will need to constantly reinvent their business to change the market.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">To address these opportunities, businesses are implementing three new strategies (described in more detail below: Four digital transformations):<\/h4>\n\n\n\n<p>Technology-driven growth: New technologies enable businesses to fundamentally reshape business processes in a way that previous generations of technology could not translate these improvements into growth. These new technologies allow businesses to improve the customer experience, expand the value proposition, and reach new customers in new ways. An example of this is Domino&#8217;s AnyWare app, which allows customers to order from any device and has helped the company surpass Pizza Hut in sales.<\/p>\n\n\n\n<p>Business model innovation: Instead of focusing on business processes, business model innovation drives new growth by using technology to change the fundamental building blocks of value. A good example is the shift by auto insurance providers from fixed monthly contracts to mile-by-mile contracts. For the first time, technology is enabling auto insurers to understand and price contracts based on consumer behavior, opening up new ways to deliver value to customers.<\/p>\n\n\n\n<p>Domain expansion: Technology also allows companies to rethink business boundaries and enter market Spaces far from their core business. This is not traditional contiguous growth; This approach requires bringing the company&#8217;s core products to new distribution channels, geographies, or customer bases; Creating products associated with new products (such as IBM moving from IT products to IT services); And extend to points along the value chain that are relevant to new things (such as the shift of product manufacturers to owning retail distribution of their products). In contrast, domain expansion is the growth of entirely new (often technology-enabled) capabilities away from the core business. One oft-cited example is Amazon&#8217;s creation of cloud computing to deliver Amazon Web Services &#8211; a brand new business in a brand new market space that required brand new capabilities.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">The way to ensure these increases has always been feasible for the company. <\/h4>\n\n\n\n<p>But in the age of digital transformation, these strategies are more powerful and important than ever. A big reason they are so powerful is that businesses today can pursue them.<\/p>\n\n\n\n<p>&#8220;The shift in corporate growth strategies, combined with the potency of new growth levers, has changed the growth landscape forever\u2026&#8221; <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Part 4: New growth leverage<\/h3>\n\n\n\n<p>The digital age has activated new external growth levers. As with new growth strategies, these levers are also available to businesses over the long term. But the digital economy has made them even more pervasive and powerful:<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Scope M&amp;A: Scope M&amp;A has always been a growth lever, but the era of digital growth has enlivened and expanded its importance. <\/h4>\n\n\n\n<p>According to Bain, the proportion of scope deals (as opposed to size deals) rose to the majority of corporate deals in 2018, reaching 58% of all deals in 2019. We see scope M&amp;A focusing both on the growth of new technology capabilities and pure business expansion. A range of acquisitions targeting capabilities can be demonstrated through FrontDoor&#8217;s acquisition of startup Streem. <\/p>\n\n\n\n<p>FrontDoor, a large home repair service provider, acquired the startup in order to gain &#8220;\u2026 Computer vision technology [can] automatically detect the make and model of a component or appliance, &#8220;significantly reducing the time technicians spend at home and enabling the front door to drive growth through value. The expansion of acquisitions can be seen in UnitedHealth&#8217;s acquisition of DaVita medical clinics, expanding its business into direct-to-consumer services. The acquisition is part of a broader strategy by large health insurer UnitedHealth, which is looking to tap into a growing profit pool in the medical services market as it changes due to technology.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Venture Capital: Low start-up costs, widespread technical and commercial construction expertise, and access to financing make launching a technology venture easier than ever. <\/h4>\n\n\n\n<p>At the same time, municipalities around the world are spending heavily to bring entrepreneurial innovation to their cities, intertwining the entrepreneurial economy with hundreds of local economies. Together, these trends have spawned a huge, global field of venture capital and a lasting new source of transformative solutions that businesses need to grow. Companies are recognising the shift. According to Global Corporate Venturing, corporate venture capital has grown over the past decade from about $50 billion in 2010 to nearly $300 billion in 2019; In addition, corporate venture capital now accounts for nearly 25% of all venture capital investment.  <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Companies see venture capital as a powerful growth lever because it gives them early, fast access to cutting-edge technologies without having to own them (now, or perhaps never). Investments align the economic interests of businesses and start-ups, creating opportunities for businesses to steer the development of solutions and create growth options for later development. Taking risks is also an effective way to screen out companies that might become acquisition targets later on. In many ways, the growth of the risk ecosystem has driven the growth of scope M&amp;A. (We&#8217;ve talked a lot about the relationship between business and venture capital, here&#8217;s &#8220;How to Work with corporate venture capital.&#8221;)<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Ecosystem building: The third growth lever has become more powerful in the digital age: the ecosystem. <\/h4>\n\n\n\n<p>Many of the most valuable companies in the world, such as Apple, Google, Amazon, are so valuable because they create ecosystems. Business strategist James Moore proposed the concept of an ecosystem in 1993:. &#8220;In a business ecosystem, companies co-develop capabilities around a new kind of innovation: they work cooperatively and competitively to support new products, meet customer needs, and ultimately incorporate the next round of innovation.&#8221; &#8220;The ecosystem is not just a way to reach more customers, it&#8217;s a fundamental, differentiating element in the business model.&#8221; <\/p>\n\n\n\n<p>They tend to have low\/zero relationship costs and cost of scale, rich data, powerful network effects, and the ability to effectively extend the value proposition. Although ecosystem phenomena have been around for a long time, their importance is greater today than ever before. Companies are taking note. BCG\/Henderson data shows that as of 2019, the word &#8220;ecosystem&#8221; appears 13 more times in companies&#8217; annual reports than it did a decade ago.  <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h5 class=\"wp-block-heading\">Why are ecosystems such good growth drivers? <\/h5>\n\n\n\n<p>They enable companies to leverage third-party assets and organizational forces to effectively scale and extend the value proposition of their products. They scale up so quickly that they can operate effectively even with dozens of participants. Unlike mergers and acquisitions or risk-taking, ecosystem relationships, or more flexible finances, can be adjusted over time as the business environment changes. One example is FirstNet, a partnership between the U.S. government and telecommunications giant AT&amp;T, an important young company that aims to revolutionize the way first responders communicate and work. <\/p>\n\n\n\n<p>FirstNet&#8217;s core goal is to build a nationwide cellular network (with new 5G capabilities) dedicated to public safety response. Early on, the company realized that the network would become more valuable to society if it could not only communicate better. But also provide better solutions for first responders. So the company is working to build a strong ecosystem of partners &#8211; a variety of financial and non-financial relationships &#8211; who are creating new tools. Such as cameras that can penetrate walls and sensors that can use the network to track firefighters&#8217; movements. The resulting ecosystem solutions will revolutionize public safety.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">External growth leverage enables companies to use capital on their balance sheets, rather than spending, to fuel new growth. <\/h4>\n\n\n\n<p>This is the only way to minimize the impact on operating income while actually driving innovation and growth.&#8221;<\/p>\n\n\n\n<p>What these three new growth levers have in common is that they are all external\/inorganic growth. Inorganic growth has several advantages over organic growth, especially in the digital age. <\/p>\n\n\n\n<p>First, external growth expands the range of opportunities. While organic innovation may face practical constraints on what technology can be pursued (because the required expertise simply doesn&#8217;t exist). No such constraints exist externally. Virtually any technology, capability or solution can be acquired, acquired, invested in from an external innovative university. And the costs and risks are increasingly reasonable. In some cases, external innovation may be the only viable option to pursue certain opportunities.  <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>Second, external innovations shorten development timelines and improve efficiency. Companies that adopt external innovations take advantage of powerful new solutions and technologies to save flight time and resources. And potentially avoid costly failures if developed in-house. The speed of change in the digital age makes the speed of innovation very important. <\/p>\n\n\n\n<p>Third, external growth leverage allows companies to use capital on their balance sheets (rather than spending) to fuel new growth. This is the only way to meaningfully drive innovation and growth while minimizing the impact on operating income. Under earnings pressure, companies (especially public companies) often feel forced to limit innovation. Whereas capital-driven (external) innovation can drive growth and innovation to continue.<\/p>\n\n\n\n<p>&#8220;\u2026 When companies recognize the expanded set of growth opportunities that external innovation offers &#8211; new technologies, solutions, business model changes. And scope expansion opportunities &#8211; they expand their growth agenda in ways they might not have thought possible.&#8221;<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Part 5: New growth pattern<\/h3>\n\n\n\n<p>The shift in corporate growth strategies, combined with the potency of new growth levers, changed the growth landscape forever. In the digital age, at the intersection of digital growth and external (inorganic) execution, a &#8220;green ocean&#8221; of opportunities now emerges. This new landscape provides more entry points in the external\/inorganic path than the internal\/organic path. This is not to diminish the value of organically driven growth and innovation. In-house innovation LABS, digital growth efforts. And other local activities are important components of an overall growth strategy in the digital age. Rather, our goal is to point out how important and extensive the external landscape has become. And to point out that we see this shift as a permanent realignment of the set of opportunities.<\/p>\n\n\n\n<p>In this case, businesses that ignore external growth will miss out on a ripe opportunity to create value. As competitors become more adept at exploiting this type of growth, companies that don&#8217;t follow suit risk being left behind. Looking ahead, companies need to actively rebalance their share of growth and external opportunities.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Part 6: New growth<\/h3>\n\n\n\n<p>When companies recognize the range of expanded growth opportunities offered by external innovation-new technologies, solutions, business model changes. And scope extension-they expand their growth agenda in ways they might not have thought possible. To capture strategic opportunities for growth, we tend to see companies use multiple growth levers at once, not just one. The smartest companies understand the relative importance and contribution of mergers and acquisitions, venture capital, ecosystem building, and internal innovation. They also build organizational capabilities that allow them to successfully weave the pieces together. We have worked with many companies and observed that they are pursuing growth in this way: <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Truck Manufacturer &#8211; Technology-Driven Growth: A major truck manufacturer is looking to AI-driven predictive maintenance as a way to differentiate its truck offerings and accelerate growth. <\/h4>\n\n\n\n<p>A lot of innovative work has gone on internally to launch this new product. But the company has also invested in several businesses that are developing different aspects of the broader solution. Venture capital gives companies access to challenging new technologies and opens up ongoing collaborative development and intellectual property licensing relationships that will accelerate product launches.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Broadcast product Manufacturers &#8211; Business Model Innovation: Many companies are using new leverage to drive growth through business model changes. <\/h4>\n\n\n\n<p>One company is transforming its media and broadcast equipment business from a mere hardware business to a platform-driven &#8220;X-as-a-Service&#8221; business, enabling it to bundle services with device sales and thus capture a larger share of profits. While the company is highly skilled in core media technologies, the company is using venture capital, mergers and acquisitions. And ecosystem building to create a new business model in which hardware systems are augmented by software and services that make broadcasting &#8220;smart.&#8221; &#8220;One of the ventures is a video imaging company that automatically identifies people and optimizes interview scenarios;. The relationship began as an investment, but is expected to grow into an eventual acquisition. Other ventures can also seamlessly interoperate with other broadcast devices. In addition. The company is building an ecosystem of third parties to contribute other customer-focused tools and solutions (such as transcription services) to the platform.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Construction companies expanding: There are other companies looking to expand their reach. <\/h4>\n\n\n\n<p>One construction company, looking for growth outside of its traditional heavy equipment business, has branched out into construction coordination, communication and planning in addition to its traditional core business. This new business provides asset tracking, a bird&#8217;s eye view of construction sites. And software tools to integrate and coordinate the myriad activities that drive construction work. Because this business is so different from its core business. The company has been forced to pursue growth in a different way.  <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>As architects, the company has decided which parts of the new business should be realized through mergers and acquisitions, venture partnerships, ecosystem partnerships, and internal innovation. As an engineer, the company is building new business options for M&amp;A deals, incorporating core functionality platforms. A range of venture capital investments in next-generation UAVs and enabling mapping and situational awareness and radar technologies to build promotive ecosystems with partners providing complementary products like asset tracking. If the complete vision for this additional new business could simply be acquired, the company would do so. But because it can&#8217;t (no goals are available), this architect\/engineer approach to commercial construction is the fastest and most effective way for companies to seize this opportunity.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Part 7: Building new corporate infrastructure for growth<\/h3>\n\n\n\n<p>Inorganic growth has been the lever for growth. But this is a piecemeal contribution to all but the greediest and most skilled companies. Enterprise Development &#8211; the traditional owner of inorganic growth &#8211; is a small but effective institution dedicated to pursuing such opportunities. But in a world where inorganic growth is a more important key to success. Businesses need to build new capabilities that extend and complement traditional skills for business growth. They need to take a new strategic approach to growth. <mark style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p>They need to build new strengths, including bringing new skills to M&amp;A, adopting what we call &#8220;growth risk-taking,&#8221; and acquiring ecosystem building skills, such as learning to synchronize economic relationships with ecosystem partners. They need to establish organizational structures and processes that seamlessly integrate external growth into their core growth approach day in and day out. In Part 2 of this article, we&#8217;ll explore how the company&#8217;s growth infrastructure needs to change.<\/p>\n\n\n\n<p class=\"has-text-align-center has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u6587\u7531<a href=\"http:\/\/cxounion.cn\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/a>\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8e\u9996\u5e2d\u6570\u5b57\u5316\u8f6c\u578b\u5b98\uff1b\u7f16\u8f91\uff1aCXO UNIONCXO\u8054\u76df\u5c0fU\u3002<\/p>\n\n\n\n<p class=\"has-text-align-center has-medium-font-size\">\u5982\u9700\u52a0\u5165<a href=\"http:\/\/weixin.qq.com\/r\/fxJxaVHE1AyrrRUK90dt\">CXO UNION\uff08CXO\u8054\u76df\uff09<\/a>\u9ad8\u7ba1\u793e\u7fa4\uff0c\u8bf7\u8054\u7cfb\u793e\u7fa4\u5c0f\u4f19\u4f34\u54e6~<\/p>\n\n\n\n<figure class=\"wp-block-image aligncenter size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/06\/CXOUNION\u65b0\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: \u672c\u7f51\u7ad9(<a href=\"http:\/\/cxounion.cn\">http:\/\/www.cxounion.cn\/<\/a>)\u5185\u5bb9\u4e3b\u8981\u6765\u81ea\u539f\u521b\u3001\u5408\u4f5c\u5a92\u4f53\u4f9b\u7a3f\u548c\u7b2c\u4e09\u65b9\u6295\u7a3f\uff0c\u51e1\u5728\u672c\u7f51\u7ad9\u51fa\u73b0\u7684\u4fe1\u606f\uff0c\u5747\u4ec5\u4f9b\u53c2\u8003\u3002\u672c\u7f51\u7ad9\u5c06\u5c3d\u529b\u786e\u4fdd\u6240\u63d0\u4f9b\u4fe1\u606f\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u4f46\u4e0d\u4fdd\u8bc1\u6709\u5173\u8d44\u6599\u7684\u51c6\u786e\u6027\u53ca\u53ef\u9760\u6027\uff0c\u8bfb\u8005\u5728\u4f7f\u7528\u524d\u8bf7\u8fdb\u4e00\u6b65\u6838\u5b9e\uff0c\u5e76\u5bf9\u4efb\u4f55\u81ea\u4e3b\u51b3\u5b9a\u7684\u884c\u4e3a\u8d1f\u8d23\u3002\u672c\u7f51\u7ad9\u5bf9\u6709\u5173\u8d44\u6599\u6240\u5f15\u81f4\u7684\u9519\u8bef\u3001\u4e0d\u786e\u6216\u9057\u6f0f\uff0c\u6982\u4e0d\u8d1f\u4efb\u4f55\u6cd5\u5f8b\u8d23\u4efb\u3002<\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u7f51\u7ad9\u520a\u8f7d\u7684\u6240\u6709\u5185\u5bb9(\u5305\u62ec\u4f46\u4e0d\u4ec5\u9650\u6587\u5b57\u3001\u56fe\u7247\u3001LOGO\u3001\u97f3\u9891\u3001\u89c6\u9891\u3001\u8f6f\u4ef6\u3001\u7a0b\u5e8f\u7b49) \u7248\u6743\u5f52\u539f\u4f5c\u8005\u6240\u6709\u3002\u4efb\u4f55\u5355\u4f4d\u6216\u4e2a\u4eba\u8ba4\u4e3a\u672c\u7f51\u7ad9\u4e2d\u7684\u5185\u5bb9\u53ef\u80fd\u6d89\u5acc\u4fb5\u72af\u5176\u77e5\u8bc6\u4ea7\u6743\u6216\u5b58\u5728\u4e0d\u5b9e\u5185\u5bb9\u65f6\uff0c\u8bf7\u53ca\u65f6\u901a\u77e5\u672c\u7ad9\uff0c\u4e88\u4ee5\u5220\u9664\u3002<\/p>\n","protected":false},"excerpt":{"rendered":"<p>\u5728\u6570\u5b57\u8f6c\u578b\u65f6\u4ee3\uff0c\u7ecf\u6d4e\u7684\u6c38\u4e45\u6027\u8f6c\u53d8\u8feb\u4f7f\u4f01\u4e1a\u5728\u5b9e\u73b0\u589e\u957f\u7684\u65b9\u5f0f\u4e0a\u8fdb\u884c\u6c38\u4e45\u6027\u8f6c\u53d8\uff0c\u4ece\u4e3b\u8981\u7684\u6709\u673a\u589e\u957f\u5230\u660e\u663e\u7684\u65e0\u673a\u589e\u957f;\u7531\u4e8e\u8fd9\u79cd\u8f6c\u53d8\uff0c\u4f01\u4e1a\u9700\u8981\u5f00\u53d1\u65b0\u7684\u6280\u80fd\u548c\u80fd\u529b\uff0c\u5e76\u5efa\u7acb\u65b0\u7684\u57fa\u7840\u8bbe\u65bd\u6765\u6267\u884c\u3002<\/p>\n","protected":false},"author":1,"featured_media":12336,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[16],"tags":[55],"class_list":["post-12330","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-changes","tag-55"],"_links":{"self":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/12330","targetHints":{"allow":["GET"]}}],"collection":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/comments?post=12330"}],"version-history":[{"count":5,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/12330\/revisions"}],"predecessor-version":[{"id":12343,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/posts\/12330\/revisions\/12343"}],"wp:featuredmedia":[{"embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media\/12336"}],"wp:attachment":[{"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/media?parent=12330"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/categories?post=12330"},{"taxonomy":"post_tag","embeddable":true,"href":"http:\/\/cxounion.cn\/index.php\/wp-json\/wp\/v2\/tags?post=12330"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}