{"id":17389,"date":"2024-07-01T12:09:15","date_gmt":"2024-07-01T04:09:15","guid":{"rendered":"http:\/\/cxounion.cn\/?p=17389"},"modified":"2024-07-01T12:09:19","modified_gmt":"2024-07-01T04:09:19","slug":"%e3%80%90%e8%a7%82%e7%82%b9%e3%80%91%e5%be%b7%e9%b2%81%e5%85%8b%e8%b0%88%e4%bc%81%e4%b8%9a%e7%aa%81%e5%9b%b4%ef%bc%9a%e4%bd%bf%e7%94%a8%e5%88%9b%e4%b8%9a%e6%9f%94%e9%81%93%e6%88%98%e7%95%a5","status":"publish","type":"post","link":"http:\/\/cxounion.cn\/index.php\/2024\/07\/01\/%e3%80%90%e8%a7%82%e7%82%b9%e3%80%91%e5%be%b7%e9%b2%81%e5%85%8b%e8%b0%88%e4%bc%81%e4%b8%9a%e7%aa%81%e5%9b%b4%ef%bc%9a%e4%bd%bf%e7%94%a8%e5%88%9b%e4%b8%9a%e6%9f%94%e9%81%93%e6%88%98%e7%95%a5\/","title":{"rendered":"\u3010\u89c2\u70b9\u3011\u5fb7\u9c81\u514b\u8c08\u4f01\u4e1a\u7a81\u56f4\uff1a\u4f7f\u7528\u201c\u521b\u4e1a\u67d4\u9053\u6218\u7565\u201d\uff0c\u653b\u5176\u8f6f\u808b"},"content":{"rendered":"\n<figure class=\"wp-block-image alignleft size-large is-resized\"><img fetchpriority=\"high\" decoding=\"async\" width=\"1024\" height=\"768\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-1024x768.png\" alt=\"\" class=\"wp-image-17391\" style=\"width:399px;height:auto\" srcset=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-1024x768.png 1024w, http:\/\/cxounion.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-300x225.png 300w, http:\/\/cxounion.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-768x576.png 768w, http:\/\/cxounion.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247.png 1051w\" sizes=\"(max-width: 1024px) 100vw, 1024px\" \/><\/figure>\n\n\n\n<h3 class=\"wp-block-heading\">\u5bfc\u8a00<\/h3>\n\n\n\n<p>\u521b\u4e1a\u67d4\u9053\u65e8\u5728\u5148\u653b\u5360\u4e00\u4e2a\u201c\u6ee9\u5934\u5821\u201d\uff0c\u4e5f\u5c31\u662f\u9886\u5148\u4f01\u4e1a\u5ffd\u7565\u6216\u8f7b\u89c6\u7684\u73af\u8282\u3002<\/p>\n\n\n\n<p>\u73b0\u6709\u4f01\u4e1a\u6709\u4e94\u79cd\u76f8\u5f53\u5e38\u89c1\u7684\u574f\u4e60\u60ef\uff0c\u4f7f\u5f97\u65b0\u8fdb\u5165\u8005\u53ef\u4ee5\u91c7\u7528<strong>\u521b\u4e1a\u67d4\u9053\u6218\u7565<\/strong>\u5bf9\u4ed8\u8fd9\u4e9b\u8001\u724c\u4f01\u4e1a\uff0c\u5e76\u4ece\u5b83\u4eec\u624b\u4e2d\u593a\u53d6\u884c\u4e1a\u9886\u5bfc\u5730\u4f4d\u3002<\/p>\n\n\n\n<p><strong>1.<\/strong>\u7b2c\u4e00\u4e2a\u574f\u4e60\u60ef\u662f\u7f8e\u56fd\u4fda\u8bed\u6240\u8bf4\u7684\u201c\u975e\u6211\u53d1\u660e\u7684\u201d\u3002\u8fd9\u79cd\u50b2\u6162\u4f1a\u4f7f\u4f01\u4e1a\u6216\u8005\u4ea7\u4e1a\u8ba4\u4e3a\uff0c<strong>\u5982\u679c\u4e00\u4e2a\u65b0\u4e8b\u7269\u4e0d\u662f\u81ea\u5df1\u53d1\u660e\u7684\uff0c\u5c31\u6ca1\u6709\u4ef7\u503c\u3002<\/strong>\u8fd9\u6837\uff0c\u65b0\u53d1\u660e\u5c31\u4f1a\u906d\u5230\u8f7b\u89c6\u3002\u7f8e\u56fd\u7535\u5b50\u5236\u9020\u5546\u5c31\u662f\u5982\u6b64\u5bf9\u5f85\u6676\u4f53\u7ba1\u7684\u3002<\/p>\n\n\n\n<p><strong>2.<\/strong>\u7b2c\u4e8c\u4e2a\u574f\u4e60\u60ef\u662f<strong>\u4ece\u5e02\u573a\u6487\u8102\uff0c\u5373\u53ea\u5173\u6ce8\u9ad8\u5229\u6da6\u9886\u57df\u3002<\/strong>\u6b63\u662f\u7531\u4e8e\u65bd\u4e50\u516c\u53f8\u91c7\u53d6\u4e86\u8fd9\u79cd\u505a\u6cd5\uff0c\u590d\u5370\u673a\u624d\u6210\u4e3a\u65e5\u672c\u6a21\u4eff\u8005\u7684\u76ee\u6807\u3002\u65bd\u4e50\u516c\u53f8\u7784\u51c6\u5927\u5ba2\u6237\u2014\u2014\u6279\u91cf\u8bbe\u5907\u6216\u8005\u6602\u8d35\u7684\u9ad8\u6027\u80fd\u8bbe\u5907\u7684\u8d2d\u4e70\u8005\u3002\u5b83\u867d\u7136\u6ca1\u6709\u62d2\u7edd\u5176\u4ed6\u5ba2\u6237\uff0c\u4f46\u4e0d\u4e3b\u52a8\u5bfb\u627e\u5b83\u4eec\u3002\u7279\u522b\u662f\uff0c\u5b83\u8ba4\u4e3a\u7ed9\u90a3\u4e9b\u5ba2\u6237\u63d0\u4f9b\u670d\u52a1\u662f\u4e0d\u5408\u9002\u7684\u3002\u6700\u540e\uff0c\u5c0f\u5ba2\u6237\u5bf9\u65bd\u4e50\u516c\u53f8\u7684\u670d\u52a1\uff08\u6216\u8005\u662f\u6839\u672c\u6ca1\u6709\u670d\u52a1\uff09\u4e0d\u751a\u6ee1\u610f\uff0c\u8fdb\u800c\u8f6c\u5411\u7ade\u4e89\u5bf9\u624b\u3002<\/p>\n\n\n\n<p><strong>\u201c\u6487\u8102\u201d\u7684\u505a\u6cd5\u8fdd\u80cc\u4e86\u7ba1\u7406\u548c\u7ecf\u6d4e\u7684\u57fa\u672c\u539f\u5219\uff0c\u6700\u7ec8\u603b\u662f\u4f1a\u53d7\u5230\u5931\u53bb\u5e02\u573a\u7684\u60e9\u7f5a\u3002<\/strong>\u7684\u786e\uff0c\u65bd\u4e50\u516c\u53f8\u7684\u6210\u529f\u662f\u5de8\u5927\u7684\uff0c\u4e5f\u5b9e\u81f3\u540d\u5f52\uff0c\u4f46\u4f01\u4e1a\u4e0d\u4f1a\u56e0\u4e3a\u8fc7\u53bb\u7684\u6210\u5c31\u800c\u83b7\u5f97\u56de\u62a5\u3002\u201c\u6487\u8102\u201d\u5c31\u662f\u8bd5\u56fe\u4ece\u8fc7\u53bb\u7684\u6210\u5c31\u4e2d\u83b7\u5229\u3002\u8fd9\u4e2a\u4e60\u60ef\u4e00\u65e6\u5f62\u6210\uff0c\u4f01\u4e1a\u8fd9\u6837\u6301\u7eed\u4e0b\u53bb\uff0c\u5c06\u5f88\u5bb9\u6613\u906d\u53d7\u521b\u4e1a\u67d4\u9053\u6218\u7565\u7684\u653b\u51fb\u3002<\/p>\n\n\n\n<p><strong>3.&nbsp;<\/strong>\u7b2c\u4e09\u4e2a\u574f\u4e60\u60ef\u66f4\u4e3a\u7cdf\u7cd5\uff0c\u5c31\u662f<strong>\u8ff7\u4fe1\u201c\u54c1\u8d28\u201d\u3002\u4ea7\u54c1\u6216\u670d\u52a1\u7684\u201c\u54c1\u8d28\u201d\u4e0d\u662f\u4f9b\u5e94\u5546\u6295\u5165\u7684\u4e1c\u897f\uff0c\u800c\u662f\u5ba2\u6237\u6240\u80fd\u5229\u7528\u5e76\u613f\u610f\u4e3a\u4e4b\u4e70\u5355\u7684\u4e1c\u897f\u3002<\/strong>\u5f88\u591a\u5236\u9020\u5546\u8ba4\u4e3a\uff0c\u5236\u9020\u7684\u96be\u5ea6\u5927\u548c\u6210\u672c\u9ad8\u5c31\u662f\u201c\u54c1\u8d28\u201d\u3002\u5176\u5b9e\u4e0d\u7136\u3002\u90a3\u662f\u65e0\u80fd\u3002\u5ba2\u6237\u53ea\u4f1a\u4e3a\u90a3\u4e9b\u80fd\u591f\u4e3a\u81ea\u5df1\u6240\u7528\u5e76\u5e26\u6765\u4ef7\u503c\u7684\u4e1c\u897f\u4e70\u5355\u3002\u5c31\u201c\u54c1\u8d28\u201d\u6765\u8bf4\uff0c\u9664\u6b64\u4e4b\u5916\uff0c\u522b\u65e0\u5176\u4ed6\u3002<\/p>\n\n\n\n<p>20\u4e16\u7eaa50\u5e74\u4ee3\uff0c\u7f8e\u56fd\u7535\u5b50\u5236\u9020\u5546\u6df1\u4fe1\uff0c\u5177\u6709\u5f88\u68d2\u7684\u771f\u7a7a\u7ba1\u7684\u6536\u97f3\u673a\u624d\u662f\u6709\u201c\u54c1\u8d28\u201d\u7684\u4ea7\u54c1\u3002\u8fd9\u662f\u56e0\u4e3a\uff0c\u7ecf\u8fc730\u5e74\u7684\u52aa\u529b\uff0c\u5b83\u4eec\u624d\u5236\u9020\u51fa\u66f4\u590d\u6742\u3001\u66f4\u5e9e\u5927\u3001\u66f4\u6602\u8d35\u7684\u6536\u97f3\u673a\u3002\u6574\u4e2a\u8fc7\u7a0b\u9700\u8981\u5927\u91cf\u7684\u6280\u672f\uff0c\u8d4b\u4e88\u4e86\u771f\u7a7a\u7ba1\u6536\u97f3\u673a\u66f4\u9ad8\u7684\u201c\u54c1\u8d28\u201d\u3002\u76f8\u6bd4\u4e4b\u4e0b\uff0c\u6676\u4f53\u7ba1\u6536\u97f3\u673a\u5982\u6b64\u7b80\u5355\uff0c\u4ec5\u4ec5\u9760\u4e0d\u719f\u7ec3\u7684\u6d41\u6c34\u7ebf\u5de5\u4eba\u5c31\u80fd\u751f\u4ea7\u51fa\u6765\u3002\u4f46\u662f\uff0c\u4ece\u6d88\u8d39\u8005\u7684\u89d2\u5ea6\u6765\u770b\uff0c\u6676\u4f53\u7ba1\u6536\u97f3\u673a\u7684\u201c\u54c1\u8d28\u201d\u66f4\u9ad8\u3002\u5b83\u8db3\u591f\u8f7b\u4fbf\uff0c\u53ef\u4ee5\u968f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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<figure class=\"wp-block-image size-full\"><img decoding=\"async\" src=\"http:\/\/www.szhzxw.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-6.png\" alt=\"\" class=\"wp-image-31218\"\/><\/figure>\n\n\n\n<p><strong>4.<\/strong>\u7b2c\u56db\u4e2a\u574f\u4e60\u60ef\u4e0e\u201c\u6487\u8102\u201d\u548c\u201c\u54c1\u8d28\u201d\u7d27\u5bc6\u76f8\u5173\uff0c\u5c31\u662f<strong>\u5bf9\u201c\u9ad8\u4ef7\u201d\u7684\u9519\u89c9\u3002\u201c\u9ad8\u4ef7\u201d\u5bb9\u6613\u521b\u9020\u7ade\u4e89\u5bf9\u624b\u3002<\/strong><\/p>\n\n\n\n<p>\u81ea\u6cd5\u56fd\u8428\u4f0a\u548c\u82f1\u56fd\u5927\u536b\u00b7\u674e\u5609\u56fe\u6240\u5904\u768419\u4e16\u7eaa\u521d\u671f\u5f00\u59cb\uff0c200\u591a\u5e74\u6765\uff0c\u7ecf\u6d4e\u5b66\u5bb6\u666e\u904d\u8ba4\u4e3a\uff0c\u9664\u4e86\u5784\u65ad\uff0c\u83b7\u53d6\u9ad8\u989d\u5229\u6da6\u7684\u552f\u4e00\u65b9\u5f0f\u5c31\u662f\u964d\u4f4e\u6210\u672c\u3002\u901a\u8fc7\u62ac\u9ad8\u4ef7\u683c\u6765\u83b7\u53d6\u9ad8\u989d\u5229\u6da6\uff0c\u5f80\u5f80\u4f1a\u5f04\u5de7\u6210\u62d9\u3002\u8fd9\u4e3a\u7ade\u4e89\u8005\u6491\u8d77\u4e86\u201c\u4fdd\u62a4\u4f1e\u201d\u3002\u5728\u4f4d\u7684\u9886\u5148\u4f01\u4e1a\u770b\u4f3c\u83b7\u5f97\u4e86\u9ad8\u989d\u5229\u6da6\uff0c\u5b9e\u9645\u4e0a\u662f\u5728\u8865\u8d34\u65b0\u8fdb\u5165\u8005\u3002\u51e0\u5e74\u540e\uff0c\u8fd9\u4e9b\u65b0\u8fdb\u5165\u8005\u5c31\u4f1a\u6380\u7ffb\u9886\u5bfc\u8005\uff0c\u81ea\u5df1\u53d6\u800c\u4ee3\u4e4b\u3002\u201c\u9ad8\u4ef7\u201d\u5e76\u4e0d\u662f\u4eab\u53d7\u80dc\u5229\u7684\u65b9\u5f0f\uff0c\u4e5f\u4e0d\u662f\u63d0\u9ad8\u80a1\u4ef7\u6216\u5e02\u76c8\u7387\u7684\u65b9\u5f0f\uff0c\u5b83\u4f1a\u5f15\u81f4\u653b\u51fb\u884c\u4e3a\uff0c\u906d\u53d7\u5a01\u80c1\u3002<\/p>\n\n\n\n<p>\u5c3d\u7ba1\u201c\u9ad8\u4ef7\u201d\u4f1a\u4e3a\u7ade\u4e89\u5bf9\u624b\u91c7\u53d6\u521b\u4e1a\u67d4\u9053\u63d0\u4f9b\u53ef\u4e58\u4e4b\u673a\uff0c\u4f46\u4e3a\u83b7\u53d6\u9ad8\u989d\u5229\u6da6\u800c\u8ff7\u604b\u201c\u9ad8\u4ef7\u201d\u4f9d\u7136\u662f\u666e\u904d\u884c\u4e3a\u3002<\/p>\n\n\n\n<p><strong>5.<\/strong><strong>\u6700\u540e\u4e00\u4e2a\u574f\u4e60\u60ef\u662f\u529b\u6c42\u6700\u5927\u5316\u800c\u975e\u6700\u4f18\u5316\u3002<\/strong>\u8fd9\u4e2a\u574f\u4e60\u60ef\u5e38\u89c1\u4e8e\u73b0\u6709\u4f01\u4e1a\uff0c\u5b83\u4f1a\u5bfc\u81f4\u4f01\u4e1a\u5931\u8d25\uff0c\u65bd\u4e50\u516c\u53f8\u5c31\u662f\u4e00\u4e2a\u5f88\u597d\u7684\u4f8b\u5b50\u3002\u968f\u7740\u5e02\u573a\u7684\u53d1\u5c55\uff0c\u73b0\u6709\u4f01\u4e1a\u5f80\u5f80\u4f1a\u8bd5\u56fe\u7528\u540c\u6837\u7684\u4ea7\u54c1\u6216\u670d\u52a1\u6765\u6ee1\u8db3\u6bcf\u4e2a\u5ba2\u6237\u7684\u9700\u6c42\u3002<\/p>\n\n\n\n<p>\u4e3e\u4e2a\u4f8b\u5b50\uff0c\u7528\u4e8e\u6d4b\u8bd5\u5316\u5b66\u53cd\u5e94\u7684\u65b0\u578b\u5206\u6790\u4eea\u5668\uff0c\u8d77\u521d\uff0c\u5b83\u7684\u5e02\u573a\u6709\u9650\uff0c\u5047\u5b9a\u4e3a\u4ea7\u4e1a\u5b9e\u9a8c\u5ba4\u3002\u968f\u540e\uff0c\u5927\u5b66\u5b9e\u9a8c\u5ba4\u3001\u7814\u7a76\u673a\u6784\u548c\u533b\u9662\u90fd\u5f00\u59cb\u91c7\u8d2d\u8fd9\u79cd\u4eea\u5668\uff0c\u4f46\u5b83\u4eec\u7684\u9700\u6c42\u6709\u4e9b\u8bb8\u4e0d\u540c\u3002\u4e8e\u662f\uff0c\u4e3a\u6ee1\u8db3\u4e0d\u540c\u5ba2\u6237\u7684\u9700\u6c42\uff0c\u5236\u9020\u5546\u6570\u6b21\u589e\u52a0\u4ea7\u54c1\u7684\u529f\u80fd\uff0c\u76f4\u5230\u539f\u672c\u7b80\u5355\u7684\u4eea\u5668\u53d8\u5f97\u5f02\u5e38\u590d\u6742\u3002\u5236\u9020\u5546\u5c06\u4eea\u5668\u7684\u529f\u80fd\u6700\u5927\u5316\uff0c\u6700\u540e\u5374\u65e0\u6cd5\u6ee1\u8db3\u4efb\u4f55\u4eba\u7684\u9700\u6c42\u3002\u4e3a\u4e86\u5c3d\u529b\u6ee1\u8db3\u6bcf\u4e2a\u4eba\u7684\u9700\u6c42\uff0c\u7ed3\u679c\u5374\u9002\u5f97\u5176\u53cd\u3002\u8fd9\u79cd\u4eea\u5668\u53d8\u5f97\u975e\u5e38\u6602\u8d35\uff0c\u800c\u4e14\u96be\u4ee5\u64cd\u4f5c\u548c\u7ef4\u62a4\u3002\u5236\u9020\u5546\u5374\u4ee5\u6b64\u4e3a\u50b2\uff0c\u7528\u6574\u9875\u7684\u5e7f\u544a\u5217\u51fa\u8be5\u4eea\u5668\u768464\u79cd\u529f\u80fd\u3002<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>\u6beb\u65e0\u7591\u95ee\uff0c\u8fd9\u5bb6\u5236\u9020\u5546\u5c06\u6210\u4e3a\u521b\u4e1a\u67d4\u9053\u6218\u7565\u7684\u727a\u7272\u54c1\u3002\u5b83\u81ea\u8ba4\u4e3a\u7684\u4f18\u52bf\uff0c\u5c06\u4f1a\u963b\u788d\u5176\u53d1\u5c55\u3002\u65b0\u8fdb\u5165\u8005\u5c06\u63a8\u51fa\u9488\u5bf9\u7279\u5b9a\u5e02\u573a\uff08\u5982\u533b\u9662\uff09\u7684\u4eea\u5668\u3002\u5b83\u5e76\u4e0d\u5305\u542b\u533b\u9662\u6240\u4e0d\u9700\u8981\u7684\u529f\u80fd\uff0c\u4f46\u5177\u5907\u533b\u9662\u6240\u9700\u7684\u5168\u90e8\u529f\u80fd\u3002\u800c\u4e14\uff0c\u76f8\u6bd4\u4e8e\u591a\u529f\u80fd\u4eea\u5668\uff0c\u5b83\u7684\u6027\u80fd\u66f4\u4e3a\u5b8c\u5584\u3002\u968f\u540e\uff0c\u8fd9\u4e2a\u65b0\u8fdb\u5165\u8005\u5c06\u9646\u7eed\u63a8\u51fa\u9488\u5bf9\u7814\u7a76\u5b9e\u9a8c\u5ba4\u3001\u653f\u5e9c\u5b9e\u9a8c\u5ba4\u3001\u4ea7\u4e1a\u5b9e\u9a8c\u5ba4\u7684\u4e13\u7528\u4eea\u5668\u3002\u5f88\u5feb\uff0c\u4f9d\u9760\u8fd9\u4e9b\u4e3a\u5ba2\u6237\u91cf\u8eab\u5b9a\u5236\u7684\u4eea\u5668\uff0c\u65b0\u8fdb\u5165\u8005\u5c31\u4f1a\u5360\u9886\u5e02\u573a\u3002\u5b83\u6240\u91c7\u7528\u7684\u7406\u5ff5\u662f\u6700\u4f18\u5316\uff0c\u800c\u975e\u6700\u5927\u5316\u3002<\/p>\n\n\n\n<p>\u540c\u6837\uff0c\u5f53\u65e5\u672c\u4eba\u8fdb\u519b\u590d\u5370\u673a\u5e02\u573a\u4e0e\u65bd\u4e50\u516c\u53f8\u7ade\u4e89\u65f6\uff0c\u4ed6\u4eec\u4e5f\u662f\u9488\u5bf9\u7279\u5b9a\u5ba2\u6237\u7fa4\u4f53\u8bbe\u8ba1\u673a\u5668\uff0c\u5982\u529e\u516c\u5ba4\u590d\u5370\u673a\u7279\u522b\u9002\u7528\u4e8e\u7259\u533b\u3001\u533b\u751f\u548c\u6821\u957f\u7684\u5c0f\u578b\u529e\u516c\u5ba4\u3002\u4ed6\u4eec\u5e76\u4e0d\u63a8\u5d07\u4ea7\u54c1\u8981\u5177\u5907\u65bd\u4e50\u516c\u53f8\u5f15\u4ee5\u4e3a\u50b2\u7684\u529f\u80fd\uff08\u5982\u590d\u5370\u901f\u5ea6\u5feb\u3001\u6e05\u6670\u5ea6\u9ad8\u7b49\uff09\u3002\u4ed6\u4eec\u4e3a\u5c0f\u578b\u529e\u516c\u5ba4\u63d0\u4f9b\u5b83\u4eec\u8feb\u5207\u9700\u8981\u7684\u4ea7\u54c1\uff0c\u5373\u4f4e\u4ef7\u7684\u7b80\u5355\u590d\u5370\u673a\u3002\u4e00\u65e6\u4ed6\u4eec\u5728\u8fd9\u4e2a\u5e02\u573a\u7ad9\u7a33\u811a\u8ddf\uff0c\u63a5\u7740\u5c31\u8fdb\u5165\u5176\u4ed6\u5e02\u573a\uff0c\u5373\u9488\u5bf9\u6bcf\u4e2a\u7279\u5b9a\u7ec6\u5206\u5e02\u573a\u4e13\u95e8\u8bbe\u8ba1\u4ea7\u54c1\u3002<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>\u7d22\u5c3c\u516c\u53f8\u4e5f\u91c7\u53d6\u4e86\u540c\u6837\u7684\u7b56\u7565\uff0c\u9996\u5148\u8fdb\u519b\u4f4e\u7aef\u6536\u97f3\u673a\u5e02\u573a\uff0c\u63a8\u51fa\u4ef7\u683c\u4f4e\u5ec9\u3001\u63a5\u6536\u8303\u56f4\u6709\u9650\u7684\u4fbf\u643a\u5f0f\u6536\u97f3\u673a\u3002\u4e00\u65e6\u5728\u8fd9\u4e2a\u5e02\u573a\u7ad9\u7a33\u811a\u8ddf\uff0c\u5b83\u5c31\u5f00\u59cb\u8f6c\u5411\u5176\u4ed6\u7ec6\u5206\u5e02\u573a\u3002<\/p>\n\n\n\n<figure class=\"wp-block-image size-full\"><img decoding=\"async\" src=\"http:\/\/www.szhzxw.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-7.png\" alt=\"\" class=\"wp-image-31219\"\/><\/figure>\n\n\n\n<p><strong>\u521b\u4e1a\u67d4\u9053\u65e8\u5728\u5148\u653b\u5360\u4e00\u4e2a\u201c\u6ee9\u5934\u5821\u201d\uff0c\u4e5f\u5c31\u662f\u9886\u5148\u4f01\u4e1a\u5ffd\u7565\u6216\u8f7b\u89c6\u7684\u73af\u8282\u3002<\/strong>\u6bd4\u5982\uff0c\u82b1\u65d7\u94f6\u884c\u5efa\u7acb\u5bb6\u5ead\u94f6\u884c\u65f6\uff0c\u8054\u90a6\u5fb7\u56fd\u94f6\u884c\u7f6e\u4e4b\u4e0d\u7406\u3002\u4e00\u65e6\u5360\u9886\u4e86\u201c\u6ee9\u5934\u5821\u201d\uff0c\u4e5f\u5c31\u662f\u8bf4\uff0c\u4e00\u65e6\u65b0\u8fdb\u5165\u8005\u8d62\u5f97\u4e86\u8db3\u591f\u7684\u5e02\u573a\u5e76\u83b7\u5f97\u53ef\u89c2\u7684\u6536\u76ca\uff0c\u5b83\u4eec\u5c06\u4f1a\u62d3\u5c55\u5230\u5176\u4ed6\u201c\u6c99\u6ee9\u201d\uff0c\u6700\u7ec8\u5360\u9886\u6574\u4e2a\u201c\u5c9b\u5c7f\u201d\u3002<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>\u4e0a\u8ff0\u6bcf\u4e00\u4e2a\u6848\u4f8b\u4e2d\uff0c\u65b0\u8fdb\u5165\u8005\u90fd\u91c7\u7528\u4e86\u540c\u6837\u7684\u6218\u7565\u3002\u5b83\u4eec\u9488\u5bf9\u7279\u5b9a\u7684\u7ec6\u5206\u5e02\u573a\u8bbe\u8ba1\u4ea7\u54c1\u6216\u670d\u52a1\uff0c\u4f7f\u4e4b\u6700\u4f18\u5316\u3002\u73b0\u6709\u7684\u9886\u5148\u4f01\u4e1a\u5f88\u5c11\u4f1a\u5e94\u6218\uff0c\u751a\u81f3\u5f88\u5c11\u8bbe\u6cd5\u6539\u53d8\u81ea\u5df1\u7684\u884c\u4e3a\uff0c\u76f4\u5230\u65b0\u8fdb\u5165\u8005\u53d6\u5f97\u9886\u5bfc\u5730\u4f4d\u548c\u4e3b\u5bfc\u5e02\u573a\u3002<\/p>\n\n\n\n<p><strong>\u5bf9\u4e8e\u4e0b\u9762\u4e09\u79cd\u60c5\u51b5\uff0c\u91c7\u7528\u521b\u4e1a\u67d4\u9053\u5c24\u4e3a\u6709\u6548\u3002<\/strong><\/p>\n\n\n\n<p>\u7b2c\u4e00\u79cd\u60c5\u51b5\u6bd4\u8f83\u5e38\u89c1\uff0c<strong>\u9886\u5148\u4f01\u4e1a\u5bf9\u610f\u5916\u4e8b\u4ef6\u7f6e\u4e4b\u4e0d\u7406\uff0c\u65e0\u8bba\u662f\u610f\u5916\u6210\u529f\uff0c\u8fd8\u662f\u610f\u5916\u5931\u8d25\uff08\u8981\u4e48\u5ffd\u89c6\uff0c\u8981\u4e48\u62d2\u4e4b\u95e8\u5916\uff09<\/strong>\u3002\u7d22\u5c3c\u516c\u53f8\u5c31\u662f\u5728\u8fd9\u79cd\u60c5\u51b5\u4e0b\u6293\u4f4f\u4e86\u673a\u4f1a\u3002<\/p>\n\n\n\n<p>\u7b2c\u4e8c\u79cd\u60c5\u51b5\u5c31\u662f\u65bd\u4e50\u516c\u53f8\u7684\u90a3\u79cd\u60c5\u51b5\u3002<strong>\u4e00\u9879\u65b0\u6280\u672f\u51fa\u73b0\uff0c\u5e76\u8fc5\u901f\u53d1\u5c55\u3002<\/strong>\u4f46\u662f\uff0c\u65b0\u6280\u672f\uff08\u6216\u65b0\u670d\u52a1\uff09\u7684\u521b\u65b0\u8005\uff0c\u72b9\u5982\u4f20\u7edf\u7684\u201c\u5784\u65ad\u8005\u201d\u2014\u2014\u5229\u7528\u81ea\u8eab\u7684\u9886\u5bfc\u5730\u4f4d\u4ece\u5e02\u573a\u201c\u6487\u8102\u201d\uff0c\u5356\u201c\u9ad8\u4ef7\u201d\u3002\u5b83\u4eec\u6216\u8bb8\u662f\u4e0d\u77e5\u9053\uff0c\u6216\u8bb8\u662f\u62d2\u7edd\u63a5\u53d7\u8fd9\u4e00\u65e2\u5b9a\u4e8b\u5b9e\uff1a\u53ea\u6709\u201c\u4ec1\u6148\u7684\u5784\u65ad\u8005\u201d\uff08\u718a\u5f7c\u7279\u63d0\u51fa\u7684\u8bf4\u6cd5\uff09\u624d\u80fd\u4fdd\u6301\u9886\u5bfc\u5730\u4f4d\uff0c\u66f4\u4e0d\u5fc5\u8bf4\u5784\u65ad\u5730\u4f4d\u4e86\u3002<\/p>\n\n\n\n<p>\u5728\u7ade\u4e89\u8005\u6709\u80fd\u529b\u964d\u4f4e\u4ef7\u683c\u4e4b\u524d\uff0c\u201c\u4ec1\u6148\u7684\u5784\u65ad\u8005\u201d\u4f1a\u4e3b\u52a8\u964d\u4ef7\u3002\u5728\u7ade\u4e89\u5bf9\u624b\u63a8\u51fa\u65b0\u4ea7\u54c1\u4e4b\u524d\uff0c\u5b83\u5c31\u4f1a\u4e3b\u52a8\u6dd8\u6c70\u81ea\u5df1\u7684\u4ea7\u54c1\uff0c\u5e76\u63a8\u51fa\u65b0\u4ea7\u54c1\u3002\u6709\u5f88\u591a\u4f8b\u5b50\u53ef\u4ee5\u8bc1\u660e\u8fd9\u4e00\u8bba\u70b9\u7684\u6709\u6548\u6027\u3002\u591a\u5e74\u4ee5\u6765\uff0c\u675c\u90a6\u516c\u53f8\u4e00\u76f4\u5982\u6b64\u884c\u4e8b\u3002\u8d1d\u5c14\u7535\u8bdd\u516c\u53f8\u572820\u4e16\u7eaa70\u5e74\u4ee3\u7531\u4e8e\u901a\u80c0\u800c\u8870\u8d25\u4e4b\u524d\uff0c\u4e5f\u662f\u91c7\u53d6\u8fd9\u79cd\u7b56\u7565\u3002\u5982\u679c\u9886\u5bfc\u8005\u901a\u8fc7\u5229\u7528\u9886\u5bfc\u5730\u4f4d\u63d0\u9ad8\u4ef7\u683c\u800c\u975e\u4f4e\u6210\u672c\u6765\u83b7\u53d6\u5229\u6da6\uff0c\u90a3\u4e48\u4efb\u4f55\u521b\u4e1a\u67d4\u9053\u6218\u7565\u5b9e\u65bd\u8005\u90fd\u80fd\u5c06\u5176\u51fb\u8d25\u3002<\/p>\n\n\n\n<p>\u540c\u6837\uff0c\u5feb\u901f\u53d1\u5c55\u7684\u65b0\u5e02\u573a\u6216\u65b0\u6280\u672f\u7684\u9886\u5bfc\u8005\uff0c\u5982\u679c\u529b\u6c42\u6700\u5927\u5316\u800c\u975e\u6700\u4f18\u5316\uff0c\u4e5f\u4f1a\u53d7\u5230\u521b\u4e1a\u67d4\u9053\u6218\u7565\u5b9e\u65bd\u8005\u7684\u653b\u51fb\u3002<\/p>\n\n\n\n<p>\u7b2c\u4e09\u79cd\u60c5\u51b5\u662f<strong>\u5e02\u573a\u6216\u4ea7\u4e1a\u7ed3\u6784\u5feb\u901f\u53d8\u5316\uff0c\u6b64\u65f6\u521b\u4e1a\u67d4\u9053\u5c24\u5176\u6709\u6548\uff0c\u8fd9\u5c31\u662f\u5bb6\u5ead\u94f6\u884c\u6293\u4f4f\u7684\u90a3\u79cd\u673a\u4f1a\u3002<\/strong>20\u4e16\u7eaa\u4e94\u516d\u5341\u5e74\u4ee3\uff0c\u8054\u90a6\u5fb7\u56fd\u65e5\u6e10\u7e41\u8363\uff0c\u9664\u4e86\u4f20\u7edf\u50a8\u84c4\u6216\u62b5\u62bc\u8d37\u6b3e\u4e4b\u5916\uff0c\u666e\u901a\u7fa4\u4f17\u5bf9\u5176\u4ed6\u91d1\u878d\u4e1a\u52a1\u4e5f\u6709\u9700\u6c42\u3002\u4f46\u662f\uff0c\u8054\u90a6\u5fb7\u56fd\u94f6\u884c\u5374\u56fa\u5b88\u5148\u524d\u7684\u5e02\u573a\u3002<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<figure class=\"wp-block-image size-full\"><img decoding=\"async\" src=\"http:\/\/www.szhzxw.cn\/wp-content\/uploads\/2024\/07\/\u56fe\u7247-8.png\" alt=\"\" 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style=\"background-color:rgba(0, 0, 0, 0)\" class=\"has-inline-color has-white-color\">  CXO 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class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<h3 class=\"wp-block-heading\">Drucker talks about enterprise breakthrough: Using &#8220;entrepreneurial judo strategy&#8221; to attack its soft spots<\/h3>\n\n\n\n<h4 class=\"wp-block-heading\">Introduction<\/h4>\n\n\n\n<p>Entrepreneurial judo aims to first capture a &#8220;beachhead&#8221;, that is, the link that leading companies ignore or despise.<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>There are five fairly common bad habits of incumbents that allow new entrants to adopt entrepreneurial judo strategies to take on these incumbents and wrest industry leadership from them.<\/p>\n\n\n\n<p>1. The first bad habit is American slang for &#8220;I didn&#8217;t invent it.&#8221; This arrogance can lead companies or industries to believe that if a new thing is not invented by themselves, it has no value. In this way, new inventions are looked down upon. That&#8217;s what American electronics manufacturers did with transistors.<\/p>\n\n\n\n<p>2. The second bad habit is skimming off the market, focusing only on high-margin areas. It was because of this approach adopted by Xerox that copiers became targets for Japanese imitators. Xerox targeted large customers &#8211; buyers of bulk equipment or expensive high-performance equipment. While it does not turn away other customers, it does not actively seek them out. In particular, it considers it inappropriate to serve those customers. Eventually, smaller customers became dissatisfied with Xerox&#8217;s service (or no service at all) and switched to a competitor.<\/p>\n\n\n\n<p>The practice of skimming violates basic principles of management and economics and is always punished in the end by the loss of the market. Yes, Xerox&#8217;s success was enormous and well deserved, but companies are not rewarded for past achievements. Skimming is trying to profit from past achievements. Once this habit is formed, the enterprise will be vulnerable to the attack of entrepreneurial judo strategy if it continues like this.<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>3. The third bad habit, even worse, is the belief in &#8220;character.&#8221; The &#8220;quality&#8221; of a product or service is not something the supplier puts in, but something the customer can take advantage of and is willing to pay for. Many manufacturers believe that the difficulty and high cost of manufacturing is &#8220;quality&#8221;. Not so much. That&#8217;s incompetence. Customers will only pay for things that work for them and bring value. As far as &#8220;quality&#8221; is concerned, there is nothing else.<\/p>\n\n\n\n<p>In the 1950s, American electronics manufacturers were convinced that a radio with a great vacuum tube was a &#8220;quality&#8221; product. That&#8217;s because it took them 30 years to build more complex, larger, and more expensive radios. The whole process requires a lot of technology, giving the vacuum tube radio a higher &#8220;quality&#8221;. Transistor radios, by contrast, are so simple that they can be produced only by unskilled assembly line workers. However, from the consumer&#8217;s point of view, the &#8220;quality&#8221; of the transistor radio is higher. It&#8217;s light enough to take with you to the beach or on a picnic. It also rarely breaks down and does not need to replace transistors. Its price is much lower. In terms of receiving range and receiving effect, it soon surpassed the superheterodyne radio with 16 vacuum tubes. What&#8217;s more, when you always need to use the radio, those vacuum tubes will burn out one or two.<\/p>\n\n\n\n<p>4. The fourth bad habit, closely related to skimming and quality, is the illusion of high prices. &#8220;High prices&#8221; tend to create competitors.<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>For more than 200 years, starting with Say in France and David Ricardo in England in the early 19th century, economists have generally believed that the only way to make high profits other than monopolies is to reduce costs. Raising prices to make high profits is often self-defeating. This provides a &#8220;protective umbrella&#8221; for competitors. What appears to be high profits for incumbent leaders are actually subsidizing new entrants. In a few years, these new entrants will topple the leader and take their place. &#8220;High price&#8221; is not a way to enjoy victory, nor is it a way to raise stock prices or price-to-earnings ratios; it invites aggression and is threatened.<\/p>\n\n\n\n<p>Although &#8220;high prices&#8221; can provide an opportunity for competitors to adopt entrepreneurial judo, infatuation with &#8220;high prices&#8221; for high profits is still common.<\/p>\n\n\n\n<p>5. The final bad habit is maximizing rather than optimizing. This bad habit is common in established businesses, and it can lead to business failure, Xerox is a good example. As the market evolves, incumbents tend to try to meet each customer&#8217;s needs with the same product or service.<\/p>\n\n\n\n<p>Take, for example, the new analytical instruments used to test chemical reactions, which initially had a limited market and were assumed to be industrial laboratories. Subsequently, university LABS, research institutes and hospitals began to purchase the instruments, but their needs were slightly different. As a result, in order to meet the needs of different customers, manufacturers increased the functionality of the product several times, until the originally simple instrument became extremely complex. The manufacturer maximizes the functionality of the instrument and ends up not satisfying anyone&#8217;s needs. Trying to satisfy everyone&#8217;s needs has the opposite effect. Such instruments became very expensive and difficult to operate and maintain. The manufacturer is proud of it, with a full-page advertisement listing 64 features of the device.<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>No doubt the manufacturer will fall victim to the entrepreneurial judo strategy. Its perceived advantages will hinder its development. New entrants will launch instruments for specific markets, such as hospitals. It does not contain the functions that a hospital does not need, but it has all the functions that a hospital needs. Moreover, compared with multifunctional instruments, its performance is more complete. Subsequently, this new entrant will launch specialized instruments for research laboratories, government laboratories, and industrial laboratories. Soon, with these tailor-made instruments, new entrants will dominate the market. The idea behind it is optimization, not maximization.<\/p>\n\n\n\n<p>Similarly, when the Japanese entered the copier market to compete with Xerox, they also designed machines for specific customer groups, such as office copiers that were especially suitable for the small offices of dentists, doctors, and principals. They didn&#8217;t want products to have the features Xerox prided itself on (like fast copy speed and high resolution). They provide small offices with a product they desperately need: a simple photocopier at a low price. Once they are established in this market, they move on to other markets, designing products specifically for each specific market segment.<\/p>\n\n\n\n<p>SONY followed the same strategy, moving first into the low-end radio market with inexpensive portable radios with limited range. Once established in this market, it began to move into other segments.<\/p>\n\n\n\n<p>Entrepreneurial judo aims to first capture a &#8220;beachhead&#8221;, that is, the link that leading companies ignore or despise. When Citibank set up a home bank, for example, the Bundesbank did nothing. Once the &#8220;beachhead&#8221; is captured, that is, once the new entrants have won enough of the market and made a decent profit, they will expand to other &#8220;beaches&#8221; and eventually occupy the entire &#8220;island.&#8221;<\/p>\n\n\n\n<p>In each of these cases, the new entrants adopted the same strategy. They design products or services to be optimized for specific market segments. Incumbent leaders rarely respond, or even try to change their behavior, until new entrants achieve leadership and market dominance.<\/p>\n\n\n\n<p>For the following three situations, adopting entrepreneurial judo is particularly effective.<\/p>\n\n\n\n<p>In the first scenario, which is more common, leading companies ignore unexpected events, whether unexpected successes or unexpected failures (either ignoring them or shutting them out). That&#8217;s where SONY jumped at the chance.<\/p>\n\n\n\n<p>The second scenario is the Xerox scenario. A new technology appears and develops rapidly. But innovators of new technologies (or services) are like traditional &#8220;monopolists&#8221; &#8211; using their leadership to skim off the market and sell at &#8220;high prices.&#8221; Either they do not know, or they refuse to accept, the established fact that only a &#8220;benevolent monopolist&#8221; (as Schumpeter put it) can maintain leadership, let alone monopoly.<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>The &#8220;benevolent monopolist&#8221; will voluntarily lower prices before competitors are able to do so. It will actively eliminate its own products and launch new ones before competitors launch new ones. There are many examples to show the validity of this argument. Dupont has been doing this for years. The Bell Telephone Company followed this strategy before its inflation-driven downfall in the 1970s. If leaders profit by using their leadership position to raise prices rather than lower costs, any entrepreneurial judo strategy implementor can beat them.<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>Similarly, leaders of rapidly developing new markets or technologies who seek to maximize rather than optimize can be attacked by the implementers of entrepreneurial judo strategies.<\/p>\n\n\n\n<p>The third situation is when the market or industrial structure changes rapidly, when entrepreneurial judo is particularly effective, and this is the kind of opportunity that home banks seize. In the 1950s and 1960s, as the Federal Republic of Germany prospered, ordinary people had a demand for financial services other than traditional savings or mortgages. But the Bundesbank is sticking to the old market.<\/p>\n\n\n\n<p>Entrepreneurial judo is always market-centered and market-oriented. It may start with technology, as when Akio Morita travelled to the United States from a recovering Japan after World War II to license transistors. His target was the portable radio market. This is the most unsatisfactory segment of the existing technology, the fundamental reason is that the vacuum tube is bulky and fragile. He used transistors to design radios suitable for this market. This is a market composed of young people, who have lower incomes and do not have high requirements for the range and sound quality of the radio. In other words, this is a market that is simply not adequately served by older technologies.<\/p>\n\n\n\n<p>Similarly, a discount company in the United States saw an opportunity to buy long-distance services in bulk from Bell Systems and resell them to customers at retail prices. They started by serving a small number of businesses of a certain kind. These companies are not big enough to build their own long-distance phone systems, but they are big enough to pay high long-distance phone charges. After gaining enough market share, they start to move on to large or small customers.<\/p>\n\n\n\n<p>To adopt entrepreneurial judo, one must first analyze the industry, the habits of producers and suppliers, especially the bad habits, and their strategies. Then, look at the entire market and try to find a breakthrough that will allow the alternative strategy to have the greatest success and the least resistance.<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>Entrepreneurial judo requires a certain level of real innovation. In general, simply offering the same product or service at a lower price is not enough. It has to be different from what&#8217;s already there.<\/p>\n\n\n\n<p>Rolm&#8217;s user-level switches (switchboards for businesses and offices), designed to compete with AT&amp;T, added some features designed around minicomputers. These innovations are not high-tech, let alone new. In fact, AT&amp;T designed a similar feature, it just didn&#8217;t bring it to market. Similarly, when Citibank created a home bank in the Federal Republic of Germany, it offered some innovative services, such as traveler&#8217;s checks or tax advice, that the Federal Bank would not normally offer to small depositors.<\/p>\n\n\n\n<p>In other words, it is not enough for new entrants to simply offer the same products or services as incumbents at a lower price or better service. They have to be unique.<\/p>\n\n\n\n<p>Like &#8220;go for it&#8221; and creative imitation, startups implement entrepreneurial judo to gain leadership and eventually dominate the market. But it does not compete with the leaders, at least not in areas where they feel threatened by competition. 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