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has-white-color\">CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09<\/mark><\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong><em>\u9ea6\u80af\u9521\uff1a\u9664\u4e86\u6ea2\u4ef7\u5916\uff0c\u60a8\u4e5f\u63d0\u5230\u4e86\u8f66\u8f86\u5168\u751f\u547d\u5468\u671f\u5185\u7684\u4ef7\u503c\u6316\u6398\uff0c\u80fd\u5c31\u8fd9\u4e2a\u65b9\u9762\u4ecb\u7ecd\u4e00\u4e0b\u5417\uff1f\u53e6\u5916\uff0c\u4e5f\u6709\u4eba\u8bf4\uff0c\u6240\u8c13\u7684<\/em><\/strong><strong><em>\u201c<\/em><\/strong><strong><em>\u7528\u6237\u8fd0\u8425<\/em><\/strong><strong><em>\u201d<\/em><\/strong><strong><em>\uff0c\u5c31\u662f\u9500\u552e\u8981\u641e\u597d\u5ba2\u6237\u5173\u7cfb\u3002\u5bf9\u6b64\u60a8\u600e\u4e48\u770b\uff1f<\/em><\/strong><\/p>\n\n\n\n<p 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Life\u4e3a\u4f8b\uff0c\u76ee\u524d\u7684\u6e17\u900f\u7387\u5728\u7528\u6237\u5b58\u91cf\u768450%\u4ee5\u4e0a\uff0c\u5e73\u5747\u6bcf\u4e2a\u7528\u6237\u7684\u5e74\u82b1\u8d39\u662f\u4e24\u5343\u5143\uff0c\u5f53\u7136\u6709\u4e9b\u662f\u901a\u8fc7\u79ef\u5206\u6765\u5151\u6362\u7684\u3002<\/p>\n\n\n\n<p 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class=\"has-medium-font-size\">\u90a3\u4e3a\u4ec0\u4e48\u53c8\u8bf4\u7528\u6237\u8fd0\u8425\u96be\u5462\uff1f\u9996\u5148\uff0c\u7ecf\u9500\u4f53\u7cfb\u7684\u8f66\u4f01\u5c31\u505a\u4e0d\u4e86\uff0c\u600e\u4e48\u5b9e\u73b0\u7ed5\u8fc7\u7ecf\u9500\u5546\u53bb\u5356\u8fd9\u4e9b\u589e\u503c\u670d\u52a1\u5462\uff1f\u5176\u6b21\uff0c\u4f20\u7edf\u6c7d\u8f66\u884c\u4e1a\u7684\u8fd0\u884c\u903b\u8f91\u53ca\u4f01\u4e1a\u67b6\u6784\u4e5f\u4e0d\u652f\u6301\u7528\u6237\u8fd0\u8425\u3002\u4f20\u7edf\u4e3b\u673a\u5382\u7684\u90e8\u95e8KPI\u53ef\u80fd\u65e0\u6cd5\u5b8c\u5168\u7167\u987e\u5230\u4f01\u4e1a\u7684\u957f\u8fdc\u5229\u76ca\uff1a\u6bd4\u5982\uff0c\u5e02\u573a\u90e8\u95e8\u8981\u63a8\u4efb\u4f55\u4e8b\u60c5\uff0c\u90fd\u5fc5\u987b\u9996\u5148\u8bc1\u660e\u5f53\u5e74\u7684\u6295\u8d44\u56de\u62a5\u6c34\u5e73\u3002\u4f46\u5728\u851a\u6765\uff0c\u6211\u4eec\u505a\u7684\u8fd9\u4e9b\u4e8b\u60c5\uff0c\u5177\u4f53\u7684\u8d22\u52a1\u56de\u62a5\u53ef\u80fd\u8981\u5728\u82e5\u5e72\u5e74\u540e\u624d\u80fd\u5b9e\u73b0\u3002\u6240\u4ee5\uff0c\u7528\u6237\u8fd0\u8425\u51b3\u7b56\u53ea\u6709\u5bf9\u516c\u53f8\u6709\u7edd\u5bf9\u638c\u63a7\u529b\uff0c\u4e14\u53d1\u81ea\u5185\u5fc3\u8ba4\u540c\u8fd9\u4e2a\u7406\u5ff5\u7684\u4eba\uff0c\u624d\u80fd\u63a8\u52a8\u5f97\u8d77\u6765\u3002\u4e5f\u5c31\u662f\u505a\u4e8b\u7684\u548c\u62cd\u677f\u7684\uff0c\u5fc5\u987b\u662f\u540c\u4e00\u62e8\u4eba\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<h2 class=\"wp-block-heading\"><strong>Chapter 2: \u7528\u6237\u8fd0\u8425\u7684\u6295\u5165\u53ca\u56de\u62a5<\/strong><\/h2>\n\n\n\n<p class=\"has-medium-font-size\"><strong><em>\u9ea6\u80af\u9521\uff1a\u7528\u6237\u8fd0\u8425\u9700\u8981\u771f\u91d1\u767d\u94f6\u7684\u6295\u5165\u3002\u4ece\u7528\u6237\u89d2\u5ea6\u51fa\u53d1\uff0c\u6211\u4f1a\u4e50\u89c1\u851a\u6765\u5728\u6211\u8eab\u4e0a\u591a\u82b1\u94b1\u3002\u4f46\u4ece\u6295\u8d44\u8005\u7684\u89d2\u5ea6\u51fa\u53d1\uff0c\u81ea\u7136\u4f1a\u5173\u5fc3\u7528\u6237\u8fd0\u8425\u6a21\u5f0f\u5230\u5e95\u80fd\u4e0d\u80fd\u7ed9\u516c\u53f8\u8d5a\u94b1\uff1f<\/em><\/strong><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u79e6\u529b\u6d2a\uff1a\u5173\u4e8e\u8d22\u52a1\u56de\u62a5\uff0c\u6211\u4eec\u6709\u81ea\u5df1\u7684\u5355\u8f66\u5168\u751f\u547d\u5468\u671f\u5546\u4e1a\u6a21\u578b\uff0c\u91cc\u9762\u6709\u4e24\u4e2a\u6700\u91cd\u8981\u7684\u9879\u76ee\uff1a\u5355\u8f66\u9500\u552e\u6210\u672c\uff0c\u4ee5\u53ca\u8f66\u8f86\u5168\u751f\u547d\u5468\u671f\u5185\u7684\u5355\u8f66\u670d\u52a1\u6210\u672c\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 class=\"has-medium-font-size\">\u5355\u8f66\u9500\u552e\u6210\u672c\u5305\u62ec\u5e7f\u544a\u3001\u65b0\u8f66\u53d1\u5e03\u4f1a\u7684\u8d39\u7528\u7b49\u3002\u5982\u679c\u9075\u5faa\u4f20\u7edf\u6a21\u5f0f\uff0c\u851a\u6765\u5728\u8fd9\u4e00\u5757\u7684\u6210\u672c\u4e0d\u53ef\u80fd\u6bd4\u4f20\u7edf\u8c6a\u534e\u54c1\u724c\u4f4e\uff0c\u53cd\u800c\u4f1a\u9ad8\u5f88\u591a\u3002\u6bd4\u5982\u540c\u6837\u90fd\u53bb\u4e7030\u79d2\u7535\u89c6\u5e7f\u544a\uff0c\u652f\u51fa\u662f\u76f8\u8fd1\u7684\uff0c\u4f46\u4f20\u7edf\u8c6a\u534e\u54c1\u724c\u7684\u5e7f\u544a\u6295\u653e\u80fd\u89e6\u53d1\u8fd1\u767e\u4e07\u53f0\u7684\u5e74\u9500\u91cf\uff0c\u5355\u8f66\u7684\u5e7f\u544a\u652f\u51fa\u4f1a\u663e\u8457\u4f4e\u4e8e\u851a\u6765\u3002\u8fd9\u6837\u5de8\u5927\u7684\u5dee\u8ddd\uff0c\u5373\u4fbf\u6211\u4eec\u5c06\u6548\u7387\u63d0\u5347\u3001\u7cbe\u51c6\u6295\u653e\u7b49\u505a\u5230\u6781\u81f4\uff0c\u4e5f\u4e0d\u53ef\u80fd\u6273\u56de\u6765\u3002\u6240\u4ee5\uff0c\u8981\u548c\u6709\u89c4\u6a21\u4f18\u52bf\u7684\u4f20\u7edf\u8f66\u4f01\u7ade\u4e89\uff0c\u6211\u4eec\u7684\u6253\u6cd5\u5fc5\u987b\u5dee\u5f02\u5316\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 class=\"has-medium-font-size\">\u8fd9\u4e2a\u5dee\u5f02\u5316\u5982\u4f55\u4f53\u73b0\uff1f\u6211\u4eec\u89c9\u5f97\u53ea\u80fd\u5728\u4e00\u4e2a\u53d8\u91cf\u4e0a\u4e0b\u529f\u592b\uff0c\u90a3\u5c31\u662f\u7528\u6237\u63a8\u8350\u3002\u8fd9\u6837\u4e00\u6765\uff0c\u851a\u6765\u552f\u4e00\u53ef\u884c\u7684\u6218\u7565\u6293\u624b\u5c31\u662f\u5982\u4f55\u7cfb\u7edf\u6027\u63d0\u9ad8\u8001\u7528\u6237\u63a8\u8350\u65b0\u7528\u6237\u7684\u5360\u6bd4\u3002\u8fd9\u5c31\u53c8\u56de\u5230\u4e86\u9ad8\u6ee1\u610f\u5ea6\uff0c\u56e0\u4e3a\u9ad8\u63a8\u8350\u7387\u6e90\u81ea\u9ad8\u6ee1\u610f\u5ea6\u3002\u4f46\u662f\uff0c\u5355\u6709\u9ad8\u6ee1\u610f\u5ea6\uff0c\u4e5f\u672a\u5fc5\u80fd\u4ea7\u751f\u9ad8\u63a8\u8350\u7387\uff0c\u5fc5\u987b\u8981\u6709\u4e00\u5b9a\u7684\u8f6c\u5316\u673a\u5236\u6765\u914d\u5408\u3002\u8fd9\u5c31\u9700\u8981\u6211\u4eec\u589e\u52a0\u6d3b\u52a8\uff0c\u5c24\u5176\u662f\u7ebf\u4e0b\u6d3b\u52a8\u7684\u9891\u6b21\uff0c\u5e76\u628a\u63a8\u8350\u573a\u666f\u505a\u5f97\u5c3d\u53ef\u80fd\u81ea\u7136\uff0c\u8ba9\u7528\u6237\u53ef\u4ee5\u9ad8\u9ad8\u5174\u5174\u5730\u5e26\u7740\u670b\u53cb\u6765\uff0c\u800c\u4e0d\u89c9\u5f97\u751f\u786c\u6216\u6709\u63a8\u9500\u611f\u3002\u8fd9\u79cd\u6253\u6cd5\u8fe5\u5f02\u4e8e\u884c\u4e1a\u5e38\u89c1\u7684\u3001\u76ee\u7684\u6027\u6781\u5f3a\u7684\u9500\u552e\u63a8\u4ecb\u6d3b\u52a8\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 class=\"has-medium-font-size\">\u9664\u4e86\u7528\u6237\u63a8\u8350\uff0c\u4e3e\u529e\u6548\u679c\u706b\u7206\u7684\u5927\u578b\u6d3b\u52a8\u5219\u662f\u6211\u4eec\u53e6\u4e00\u4e2a\u91cd\u8981\u7684\u4e3e\u63aa\u3002\u4ee52017\u5e74\u5e95\u7684\u7b2c\u4e00\u6b21NIO Day\u4e3a\u4f8b\uff0c\u5728\u6d3b\u52a8\u7ed3\u675f24\u5c0f\u65f6\u5185\u6536\u5230\u7684\u8ba2\u5355\u91cf\uff0c\u6309\u7167\u540e\u9762\u7684\u4ea4\u4ed8\u91cf\u6765\u7b97\uff0c\u8db3\u4ee5\u6ee1\u8db3\u4e00\u5e74\u534a\u7684\u4ea4\u4ed8\u3002\u5f53\u7136\u5f7c\u65f6\u65b0\u5de5\u5382\u4ea7\u80fd\u53d7\u5230\u8bf8\u591a\u9650\u5236\uff0c\u4ea4\u4ed8\u65f6\u95f4\u592a\u957f\uff0c\u5bfc\u81f4\u90e8\u5206\u8ba2\u5355\u6d41\u5931\uff0c\u6700\u7ec8\u5b9e\u9645\u60c5\u51b5\u662f\u4ea4\u4ed8\u4e86\u4e00\u5e74\u3002\u5f00\u4e00\u6b21\u53d1\u5e03\u4f1a\u5f97\u5230\u7684\u8ba2\u5355\u91cf\uff0c\u5c31\u591f\u4ea4\u4ed8\u4e00\u5e74\uff0c\u8fd9\u610f\u5473\u7740\u63a5\u4e0b\u6765\u8fd9\u4e00\u5e74\u7684\u5927\u5e7f\u544a\u5c31\u4e0d\u7528\u6295\u5165\u4e86\uff0c\u5b9e\u73b0\u4e86\u7cfb\u7edf\u6027\u7684\u964d\u672c\uff1b\u800c\u8282\u7701\u4e0b\u7684\u8d44\u6e90\u53c8\u80fd\u6295\u53bb\u505a\u5df2\u6709\u5174\u8da3\u7528\u6237\u7684\u7ef4\u62a4\uff0c\u8fd9\u4e00\u6210\u672c\u4f1a\u8fdc\u5c0f\u4e8e\u901a\u8fc7\u6295\u5927\u5e7f\u544a\u6765\u83b7\u53d6\u65b0\u7684\u6f5c\u5ba2\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 class=\"has-medium-font-size\">\u9664\u4e86\u5355\u8f66\u9500\u552e\u6210\u672c\u5916\uff0c\u5546\u4e1a\u6a21\u578b\u4e2d\u7684\u53e6\u4e00\u4e2a\u91cd\u8981\u9879\u76ee\u662f\u5355\u8f66\u670d\u52a1\u6210\u672c\u3002\u5728\u6700\u521d\u51e0\u5e74\u6574\u8f66\u9500\u91cf\u8f83\u5c0f\u7684\u65f6\u5019\uff0c\u5355\u4f4d\u6210\u672c\u53ef\u80fd\u5f88\u5938\u5f20\uff1b\u4f46\u968f\u7740\u9500\u91cf\u53ca\u4fdd\u6709\u91cf\u7684\u63d0\u5347\uff0c\u5355\u4f4d\u6210\u672c\u4f1a\u9010\u6e10\u56de\u5f52\u6b63\u5e38\u6c34\u5e73\u3002\u4ee5\u9053\u8def\u670d\u52a1\u5c0f\u54e5\u4e3a\u4f8b\u3002\u524d\u4e24\u5e74\u9500\u91cf\u8fd8\u8f83\u6709\u9650\u7684\u65f6\u5019\uff0c\u59822018\u5e74\uff0c\u4e00\u4f4d\u9053\u670d\u5c0f\u54e5\u7684\u65e5\u5747\u7528\u6237\u670d\u52a1\u5e73\u5747\u53ea\u67091\u5355\u5de6\u53f3\u3002\u4f46\u52302021\u5e74\u5df2\u7ecf\u63a5\u8fd1\u65e5\u5747\u8fd1\u516d\u5355\uff0c\u589e\u5e45\u5de8\u5927\uff0c\u8fbe\u5230\u4e86\uff18\u5c0f\u65f6\u5de5\u4f5c\u5236\u4e0b\u7684\u6781\u9650\u3002\u518d\u770b\u6362\u7535\u7ad9\uff0c\u6700\u521d\u5f53\u7136\u4e5f\u82b1\u8d39\u4e0d\u83f2\uff0c\u4f46\u8fd9\u5b8c\u5168\u53d6\u51b3\u4e8e\u770b\u5f85\u8fd9\u4e2a\u4e8b\u60c5\u7684\u89c6\u89d2\u3002\u6211\u8ddfNIO Power\u7684\u8d1f\u8d23\u4eba\u5c31\u8bf4\u8fc7\uff0c\u5982\u679c\u851a\u6765\u4e0d\u662f\u76f4\u63a5\u8fd0\u8425\u6362\u7535\u670d\u52a1\uff0c\u800c\u662f\u901a\u8fc7\u5916\u90e8\u8d2d\u4e70\u670d\u52a1\u7684\u65b9\u5f0f\uff0c\u8981\u5728\u8865\u80fd\u4e0a\u8fbe\u5230\u540c\u6837\u7684\u6ee1\u610f\u5ea6\uff0c\u8fd9\u4e2a\u91c7\u8d2d\u6210\u672c\u80af\u5b9a\u6bd4\u4eca\u5929\u7684\u81ea\u8425\u6a21\u5f0f\u8981\u9ad8\u5f97\u591a\u3002\u4f53\u73b0\u5728\u62a5\u8868\u4e0a\u7684\u53ef\u80fd\u662f\u670d\u52a1\u7528\u6237\u9020\u6210\u7684\u4e8f\u635f\uff0c\u4f46\u4e5f\u5b8c\u5168\u53ef\u4ee5\u89e3\u8bfb\u4e3a\u8d2d\u4e70\u5ba2\u6237\u6ee1\u610f\u5ea6\u7684\u6295\u5165\uff0c\u800c\u8fd9\u4e2a\u89d2\u5ea6\u53ef\u80fd\u66f4\u51c6\u786e\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u603b\u7ed3\u6765\u8bf4, \u5728\u9500\u552e\u6210\u672c\u4f18\u5316\u65b9\u9762\uff0c\u851a\u6765\u4f9d\u9760\u7684\u662f\u5dee\u5f02\u70b9\uff1b\u5728\u670d\u52a1\u6210\u672c\u65b9\u9762\uff0c\u6211\u4eec\u901a\u8fc7\u5148\u671f\u6295\u5165\u505a\u5230\u6700\u597d\uff0c\u7136\u540e\u9760\u89c4\u6a21\u7684\u63d0\u5347\u4f18\u5316\u5355\u8f66\u670d\u52a1\u6210\u672c\uff0c\u6700\u7ec8\u5b9e\u73b0\u76c8\u4e8f\u5e73\u8861\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u9664\u4e86\u652f\u51fa\u5916\uff0c\u851a\u6765\u4e5f\u80fd\u4ece\u8f66\u8f86\u7684\u5168\u751f\u547d\u5468\u671f\u91cc\u83b7\u53d6\u670d\u52a1\u6536\u5165\u3002\u6211\u4eec\u7684\u7ecf\u8425\u8303\u56f4\u6bd4\u4e00\u822c\u6c7d\u8f66\u516c\u53f8\u8981\u5e7f\u3002\u9664\u5e38\u89c4\u4e1a\u52a1\u5916\uff0c\u851a\u6765\u8fd8\u8986\u76d6\u4e86\u5468\u8fb9\u4ea7\u54c1\u3001\u4e8c\u624b\u8f66\u7b49\u4e1a\u52a1\u3002\u4f20\u7edf\u7684\u6253\u6cd5\u4e0b\uff0c\u6574\u4e2a\u4ef7\u503c\u94fe\u4f1a\u7531\u4e03\u516b\u4e2a\u884c\u4e1a\u7684\u5341\u51e0\u5bb6\u516c\u53f8\u6765\u5b8c\u6210\uff1b\u4f46\u5728\u851a\u6765\u8fd9\u91cc\u5219\u4e0d\u540c\uff0c\u6bd4\u5982\u8d34\u819c\u3001\u5361\u94b3\u6539\u88c5\u7b49\uff0c\u90fd\u80fd\u81ea\u5df1\u5b8c\u6210\u3002\u800c\u4e14\u7531\u4e8e\u6d41\u901a\u73af\u8282\u7684\u7b80\u5316\uff0c\u8fd9\u4e9b\u670d\u52a1\u9879\u76ee\u53ef\u4ee5\u6bd44S\u5e97\u7684\u5b9a\u4ef7\u4f4e\uff0c\u5728\u8ba9\u6d88\u8d39\u8005\u83b7\u76ca\u7684\u540c\u65f6\uff0c\u81ea\u5df1\u4ecd\u80fd\u4fdd\u6709\u5408\u7406\u7684\u5229\u6da6\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 class=\"has-medium-font-size\">\u851a\u6765\u8fd8\u6709\u4e00\u4e9b\u667a\u80fd\u6c7d\u8f66\u7684\u9009\u88c5\u9879\u76ee\uff0c\u5982NIO Pilot\u3001NOMI Mate\u7b49\uff0c\u53d7\u76ca\u4e8e\u4ea7\u54c1\u672c\u8eab\u7684\u4f53\u9a8c\u4ee5\u53ca\u826f\u597d\u7684\u7528\u6237\u5173\u7cfb\uff0c\u9009\u88c5\u7387\u975e\u5e38\u9ad8\uff0c\u572850%~60%\u4e4b\u95f4\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u540c\u65f6\uff0c\u8d8a\u6765\u8d8a\u591a\u7684\u7528\u6237\u5f00\u59cb\u4e60\u60ef\u4e8e\u5728NIO House\u91cc\u63a5\u53d7\u4ed8\u8d39\u670d\u52a1\uff0c\u5982\u996e\u54c1\u3001\u573a\u5730\u79df\u7528\u7b49\u3002\u5f53\u7136\uff0c\u8fd9\u91cc\u9762\u7684\u90e8\u5206\u652f\u4ed8\u662f\u901a\u8fc7\u79ef\u5206\u6765\u5b8c\u6210\u7684\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u5f53\u7136\uff0c\u6211\u4eec\u76ee\u524d\u5904\u4e8e\u201c\u6512\u4eba\u54c1\u201d\u7684\u9636\u6bb5\uff0c\u6240\u4ee5\u4f1a\u628a\u90e8\u5206\u670d\u52a1\u6536\u5165\u518d\u6b21\u6295\u5165\u5230\u7528\u6237\u670d\u52a1\u91cc\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u4e3a\u4e86\u786e\u4fdd\u6240\u6709\u8fd9\u4e9b\u4e3e\u63aa\u5728\u517c\u987e\u8d22\u52a1\u8868\u73b0\u7684\u540c\u65f6\uff0c\u80fd\u5c3d\u53ef\u80fd\u7ef4\u62a4\u7528\u6237\u5229\u76ca\uff0c\u6211\u4eec\u8bbe\u7acb\u4e86\u4e00\u4e2a\u5efa\u5236\u5b8c\u5907\u7684\u7528\u6237\u5173\u7cfb\u90e8\u95e8\u3002\u4f20\u7edf\u4e3b\u673a\u5382\u6ca1\u6709\u8fd9\u6837\u7684\u90e8\u95e8\uff0c\u4f46\u5728\u851a\u6765\u7684\u4f53\u7cfb\u91cc\uff0c\u7528\u6237\u5173\u7cfb\u90e8\u975e\u5e38\u91cd\u8981\uff0c\u6211\u4eec\u9700\u8981\u8fd9\u4e2a\u90e8\u95e8\u7ed9\u7528\u6237\u793e\u533a\u5236\u5b9a\u89c4\u5219\uff0c\u5176\u89d2\u8272\u582a\u6bd4\u53e4\u7f57\u9a6c\u7684\u5143\u8001\u9662\u3002\u6709\u4e9b\u60c5\u51b5\u4e0b\uff0c\u54ea\u6015\u658c\u54e5\u548c\u6211\u505a\u4e86\u5224\u65ad\uff0c\u7528\u6237\u5173\u7cfb\u90e8\u95e8\u4ecd\u4f1a\u7ad9\u51fa\u6765\u8bf4\u201c\u4e0d\uff0c\u8fd9\u4f1a\u4f24\u5bb3\u7528\u6237\u5229\u76ca\u201d\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong><em>\u9ea6\u80af\u9521\uff1a<\/em><\/strong><strong><em>NIO Life<\/em><\/strong><strong><em>\u662f\u851a\u6765\u6bd4\u8f83\u6709\u7279\u8272\u7684\u4e00\u5757\u4e1a\u52a1\u3002\u4f46\u6709\u4eba\u8bc4\u8bba\u8bf4\uff0c\u4f5c\u4e3a\u4e00\u4e2a\u6c7d\u8f66\u516c\u53f8\uff0c\u6295\u5165<\/em><\/strong><strong><em>NIO Life<\/em><\/strong><strong><em>\u591a\u5c11\u663e\u5f97\u6709\u4e9b\u4e0d\u52a1\u6b63\u4e1a\u3002\u5bf9\u6b64\u851a\u6765\u662f\u600e\u4e48\u770b\u7684\uff1f<\/em><\/strong><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u79e6\u529b\u6d2a\uff1aNIO Life\u4e3b\u8981\u8d1f\u8d23\u851a\u6765\u5468\u8fb9\u4ea7\u54c1\u7684\u5f00\u53d1\u53ca\u9500\u552e\u3002\u4ece\u4e00\u5f00\u59cb\u7684\uff13\u540d\u5458\u5de5\uff0c\u5df2\u4e00\u8def\u53d1\u5c55\u5230\u5982\u4eca\u767e\u4eba\u5de6\u53f3\u7684\u56e2\u961f\u89c4\u6a21\u3002\u6211\u4eec\u4f1a\u81ea\u5df1\u5b9a\u4e49\u548c\u8bbe\u8ba1\u4ea7\u54c1\uff0c\u7136\u540e\u627e\u4f9b\u5e94\u94fe\u5b9e\u73b0\u3002\u7531\u4e8e\u6211\u4eec\u5728\u4eba\u5458\u8058\u7528\u3001\u4f9b\u5e94\u94fe\u5efa\u8bbe\u3001\u8d28\u91cf\u6807\u51c6\u7b49\u90fd\u529b\u4e89\u7cbe\u76ca\u6c42\u7cbe\uff0c\u53ef\u4ee5\u4e0d\u5938\u5f20\u5730\u8bf4\uff0c\u6211\u4eec\u8fd9\u4e2a\u90e8\u95e8\uff0c\u5373\u4fbf\u62c9\u51fa\u53bb\u548c\u5bf9\u5e94\u884c\u4e1a\u7684\u62d4\u5c16\u4f01\u4e1a\u6bd4\uff0c\u80fd\u529b\u4e5f\u6beb\u4e0d\u900a\u8272\u3002\u6bd4\u5982\uff0c\u6211\u4eec\u4ece2021\u5e74\u5f00\u59cb\u6d89\u8db3\u7ea2\u9152\uff0c\u5b9e\u73b0\u4e86\u4e0e\u6cd5\u56fd\u9152\u5e84\u7684\u76f4\u63a5\u5408\u4f5c\uff0c\u5171\u540c\u6253\u9020\u851a\u6765\u4e13\u5c5e\u8461\u8404\u56ed\u3002\u518d\u6bd4\u5982\uff0c\u6211\u4eec\u6709\u4e00\u6b3e\u70ed\u9500\u7684\u4fdd\u6e29\u676f\uff0c\u676f\u5b50\u662f\u6211\u4eec\u8bbe\u8ba1\u7684\uff0c\u8d28\u91cf\u6807\u51c6\u4e5f\u662f\u6211\u4eec\u5b9a\u4e49\u7684\uff0c\u751f\u4ea7\u5546\u662f\u6211\u4eec\u9009\u5b9a\u7684\uff0c\u6700\u540e\u7531\u6211\u4eec\u7684\u8d28\u68c0\u5458\u5b8c\u6210\u51fa\u5382\u68c0\u67e5\uff1b\u6bcf\u534a\u5e74\u90fd\u4f1a\u5f00\u53d1\u65b0\u6b3e\u3001\u65b0\u989c\u8272\u3001\u65b0\u6982\u5ff5\u7b49\u3002\u6211\u4eec\u5e0c\u671b\u901a\u8fc7\u7ed9\u7528\u6237\u63d0\u4f9b\u597d\u7684\u670d\u52a1\u548c\u4ea7\u54c1\uff0c\u8ba9\u7528\u6237\u89c9\u5f97\u7269\u8d85\u6240\u503c\uff0c\u4e0e\u6b64\u540c\u65f6\uff0c\u851a\u6765\u4e5f\u80fd\u901a\u8fc7\u4f53\u7cfb\u5316\u6548\u7387\u7684\u4f18\u5316\u6765\u53d6\u5f97\u5408\u7406\u5229\u6da6\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u5173\u4e8e\u60a8\u63d0\u5230\u7684\u5916\u754c\u7684\u4e0d\u89e3\uff0c\u751a\u81f3\u662f\u6279\u8bc4\uff0c\u6211\u4eec\u53ef\u4ee5\u7406\u89e3\u3002\u4f46\u6211\u4eec\u89c9\u5f97\uff0c\u4e0d\u5e94\u8be5\u628aNIO Life\u7684\u80fd\u529b\u5efa\u8bbe\u548c\u6c7d\u8f66\u4e3b\u4e1a\u5bf9\u7acb\u8d77\u6765\u3002\u4eca\u5929NIO Life\u7684\u7528\u6237\u6e17\u900f\u7387\u5df2\u7ecf\u8d85\u8fc750%\u4e86\uff0c\u800c\u4e14\u968f\u7740\u5404\u65b9\u9762\u80fd\u529b\u7684\u5230\u4f4d\uff0c\u6e17\u900f\u7387\u8fd8\u4f1a\u8fdb\u4e00\u6b65\u63d0\u5347\u3002\u4f34\u968f\u7740\u4ea4\u4ed8\u89c4\u6a21\u7684\u6269\u5927\uff0c\u8fd9\u4e00\u5757\u7684\u6295\u5165\u4e0d\u4f46\u4e0d\u4f1a\u7ed9\u6211\u4eec\u9020\u6210\u538b\u529b\uff0c\u53cd\u800c\u4f1a\u6210\u4e3a\u65b0\u7684\u4ef7\u503c\u589e\u957f\u70b9\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 class=\"has-medium-font-size\">\u518d\u5f15\u7533\u4e00\u4e0b\uff0c\u4eca\u5929\u6295\u5165\u628a\u80fd\u529b\u5efa\u597d\uff0c\u628a\u201c\u4eba\u54c1\u201d\u957f\u597d\uff0c\u4ece\u957f\u5468\u671f\u6765\u770b\u662f\u66f4\u5408\u7b97\u7684\u3002\u6211\u4eec\u505a\u4e2a\u7eaf\u5047\u8bbe\uff0c\u5982\u679c\u7b2c\u4e00\u5e74\u4e00\u5171\u4ea4\u4ed81\u4e07\u53f0\u8f66\uff0c\u5e73\u5747\u6bcf\u53f0\u8f66\u4e8f\u635f1\u4e07\u5143\uff0c\u4e8f\u635f\u989d\u5c31\u662f\u4e00\u4e2a\u4ebf\uff1b\u7b49\u5230\u6709100\u4e07\u7528\u6237\u7684\u65f6\u5019\uff0c\u53ea\u8981\u5e73\u5747\u6bcf\u53f0\u8f66\u8d5a100\u5143\uff0c\u4e00\u4e2a\u4ebf\u5c31\u56de\u6765\u4e86\uff1b\u5982\u679c\u90a3\u65f6\u80fd\u529b\u5df2\u7ecf\u57f9\u517b\u597d\u4e86\uff0c\u5047\u8bbe\u5e73\u5747\u6bcf\u53f0\u8f66\u80fd\u8d5a1000\u5143\uff0c\u90a3\u5341\u4e2a\u4ebf\u5c31\u56de\u6765\u4e86\u3002\u6240\u4ee5\u8bf4\uff0c\u6211\u4eec\u73b0\u5728\u505a\u7684\u4e00\u5207\u90fd\u662f\u4e3a\u4e86\u5f53\u57fa\u6570\u591f\u5927\u7684\u65f6\u5019\uff0c\u80fd\u6709\u5408\u7406\u7684\u3001\u53ef\u6301\u7eed\u7684\u5229\u6da6\u3002\u56e0\u6b64\u8981\u53cd\u63a8\u56de\u6765\u770b\uff0c\u5728\u5f53\u524d\u53ef\u80fd\u9700\u8981\u600e\u6837\u7684\u6295\u5165\u6c34\u5e73\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong><em>\u9ea6\u80af\u9521\uff1a\u851a\u6765\u7684<\/em><\/strong><strong><em>Fellow<\/em><\/strong><strong><em>\u662f\u5f88\u7279\u6b8a\u7684\u4e00\u4e2a\u7fa4\u4f53\u3002\u60a8\u4e4b\u524d\u4e5f\u63d0\u5230\uff0c\u851a\u6765\u8981\u901a\u8fc7\u5ba2\u6237\u57fa\u6570\u7684\u6269\u5927\uff0c\u6765\u4f18\u5316\u5355\u8f66\u7684\u5404\u7c7b\u6210\u672c\u3002<\/em><\/strong><strong><em>Fellow<\/em><\/strong><strong><em>\u6a21\u5f0f\u80fd\u5426\u5e2e\u52a9\u851a\u6765\u5b9e\u73b0\u8fd9\u79cd\u4f18\u5316\uff1f\u6bcf\u4e00\u4e2a<\/em><\/strong><strong><em>Fellow<\/em><\/strong><strong><em>\u80fd\u591f\u7ef4\u7cfb\u7684\u5ba2\u6237\u5173\u7cfb\u6570\u91cf\u603b\u5f52\u4f1a\u662f\u6709\u4e0a\u9650\u7684\uff0c\u60a8\u600e\u4e48\u770b\u5f85<\/em><\/strong><strong><em>Fellow<\/em><\/strong><strong><em>\u6a21\u5f0f\u7684\u89c4\u6a21\u5316\u95ee\u9898\uff1f<\/em><\/strong><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u79e6\u529b\u6d2a\uff1aFellow\u7684\u7eaf\u5ea6\uff0c\u4ee5\u53ca\u4eba\u5747\u670d\u52a1\u7528\u6237\u7684\u4e0a\u9650\uff0c\u662f\u6211\u4eec\u63a5\u4e0b\u6765\u6781\u5176\u91cd\u8981\u7684\u8bfe\u9898\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u5173\u4e8eFellow\u7eaf\u5ea6\uff0c\u5728\u6211\u4eec\u53d1\u5c55\u7684\u521d\u671f\uff0c\u7531\u4e8e\u7528\u6237\u57fa\u6570\u5c0f\uff0c\u8001\u7528\u6237\u63a8\u8350\u4e0e\u5176\u4ed6\u8f83\u4f20\u7edf\u7684\u8425\u9500\u6a21\u5f0f\u5e76\u4e3e\uff0c\u4f46\u4ee5\u540e\u8001\u7528\u6237\u63a8\u8350\u6bd4\u4f8b\u4f1a\u8d8a\u6765\u8d8a\u9ad8\u3002\u6240\u4ee5\u6211\u4eec\u8981\u63d0\u9ad8Fellow\u6a21\u5f0f\u7684\u7eaf\u5ea6\uff0c\u901a\u8fc7\u5206\u914d\u673a\u5236\u7684\u8c03\u6574\u8ba9Fellow\u4eec\u66f4\u591a\u5730\u901a\u8fc7\u670d\u52a1\u7528\u6237\u6765\u83b7\u5f97\u4e2a\u4eba\u6536\u76ca\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 class=\"has-medium-font-size\">\u5173\u4e8e\u4eba\u5747\u670d\u52a1\u7528\u6237\u7684\u4e0a\u9650\uff0c\u8fd9\u4e2a\u95ee\u9898\u6ca1\u6709\u6807\u51c6\u7b54\u6848\uff0c\u9700\u8981\u5728\u8fc7\u7a0b\u4e2d\u4e0d\u65ad\u5730\u8bd5\uff0c\u6bd4\u5982\u901a\u8fc7\u66f4\u597d\u7684\u6570\u5b57\u5316\u8d4b\u80fd\u4ee5\u53ca\u4f53\u7cfb\u5316\u7684\u56e2\u961f\u5206\u5de5\u6765\u63d0\u9ad8\u670d\u52a1\u4e0a\u9650\u3002\u5728\u521b\u4e1a\u4e4b\u521d\uff0c\u6211\u66fe\u8ddf\u67d0\u94f6\u884c\u9ad8\u7aef\u4e2a\u4eba\u7406\u8d22\u7684\u9ad8\u7ba1\u4ea4\u6d41\u8fc7\uff0c\u4ed6\u4eec\u6253\u9020\u4e86\u4e00\u4e2a\u7c98\u6027\u975e\u5e38\u9ad8\u7684\u8fd0\u8425\u6a21\u5f0f\uff0c\u503c\u5f97\u6211\u4eec\u5c0a\u91cd\u3002\u4e3e\u4e2a\u4f8b\u5b50\uff0c\u4ed6\u4eec\u7406\u8d22\u4ea7\u54c1\u7684\u7528\u6237\u8981\u642c\u5bb6\u65f6\uff0c\u7b2c\u4e00\u65f6\u95f4\u60f3\u5230\u7684\u4e0d\u662f\u53bb\u627e\u642c\u5bb6\u516c\u53f8\uff0c\u800c\u662f\u627e\u7406\u8d22\u987e\u95ee\u5bfb\u6c42\u5efa\u8bae\u3002\u8fd9\u5bb6\u94f6\u884c\u662f\u5982\u4f55\u505a\u5230\u5ba2\u6237\u7c98\u6027\u5982\u6b64\u4e4b\u9ad8\u7684\u5462\uff1f\u5c31\u662f\u901a\u8fc7\u5408\u7406\u7684\u5206\u5de5\uff0c\u5404\u53f8\u5176\u804c\u3002\u4ed6\u4eec\u56e2\u961f\u91cc\u6709\u4e00\u4e2a\u4eba\u662f\u4e13\u95e8\u8d1f\u8d23\u5bb6\u957f\u91cc\u77ed\u7684\u201c\u5927\u59d0\u578b\u201d\u89d2\u8272\uff0c\u53ef\u80fd\u4e0d\u9700\u8981\u7279\u522b\u6df1\u539a\u7684\u91d1\u878d\u77e5\u8bc6\uff0c\u4f46\u60c5\u5546\u4e00\u5b9a\u8981\u9ad8\uff1b\u8fd8\u6709\u4e00\u4e2a\u4eba\u53ef\u80fd\u662f\u4e13\u95e8\u53bb\u5e2e\u5ba2\u6237\u5904\u7406\u6295\u8bc9\u7684\uff0c\u7b49\u7b49\u3002\u901a\u8fc7\u5408\u7406\u5206\u5de5\uff0c7\u4e2a\u5355\u5175\u7ec4\u62101\u4e2a\u6b65\u5175\u73ed\u7684\u6218\u6597\u529b\uff0c\u80af\u5b9a\u8981\u8d85\u8fc7\u5355\u5175\u4e58\u4ee57\uff0c\u8fd9\u662f\u4e00\u4e2a\u663e\u800c\u6613\u89c1\u7684\u9053\u7406\u3002\u6570\u5b57\u5316\u548c\u7ec4\u7ec7\u5316\u53cc\u7ba1\u9f50\u4e0b\uff0c\u851a\u6765Fellow\u7684\u6f5c\u529b\u662f\u5de8\u5927\u7684\u3002\u5f53\u7136\u4eca\u5929\u6211\u4eec\u8fd8\u8fdc\u8fdc\u6ca1\u505a\u5230\uff0c\u4f46\u8fd9\u8ba9\u6211\u4eec\u5f88\u5174\u594b\uff0c\u8bf4\u660e\u6210\u957f\u7a7a\u95f4\u8fd8\u5f88\u5927\u3002<\/p>\n\n\n\n<p class=\"has-medium-font-size\"><strong><em>\u9ea6\u80af\u9521\uff1a\u851a\u6765\u6b63\u5728\u8fdb\u5165\u632a\u5a01\u7b49\u6b27\u6d32\u56fd\u5bb6\uff0c\u4e14\u6253\u7b97\u5c06\u7528\u6237\u8fd0\u8425\u7684\u4f53\u7cfb\u4e5f\u5f15\u5165\u6b27\u6d32\u5e02\u573a\u3002\u8bf7\u95ee\u76f8\u5173\u7684\u8fdb\u5c55\u5982\u4f55\uff1f<\/em><\/strong><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u79e6\u529b\u6d2a\uff1a\u6211\u4eec\u5728\u632a\u5a01\u624d\u521a\u521a\u5f00\u59cb\u3002\u4ece\u5b9a\u6027\u7684\u89d2\u5ea6\u6765\u8bf4\uff0c\u6211\u4eec\u6536\u83b7\u7684\u7528\u6237\u6ee1\u610f\u5ea6\u548c\u70ed\u60c5\u8ddf\u5728\u4e2d\u56fd\u662f\u4e00\u6837\u7684\u3002\u4ee5\u524d\u603b\u8bf4\u632a\u5a01\u4eba\u9ad8\u51b7\u3001\u4e0d\u559c\u793e\u4ea4\uff0c\u8fd9\u662f\u4e0d\u5bf9\u7684\u3002\u793e\u4ea4\u662f\u4eba\u7c7b\u5171\u540c\u7684\u9700\u6c42\uff01\u6211\u4eec\u5728\u632a\u5a01\u5356\u8f66\u524d\u62db\u52df\u5f53\u5730\u7684\u7528\u6237\u987e\u95ee\u56e2\uff0c\u6709\u516b\u767e\u591a\u4eba\u62a5\u540d\uff0c\u6700\u540e\u6211\u4eec\u6311\u9009\u4e86\u4e24\u767e\u591a\u4eba\uff0c\u6765\u7ed9\u6211\u4eec\u63d0\u5404\u79cd\u610f\u89c1\uff0c\u5305\u62ecAPP\u3001NIO House\u3001\u8bd5\u7528\u8bd5\u9a7e\u7684\u6d41\u7a0b\u7b49\u3002\u6211\u4eec\u5728\u632a\u5a01\u5df2\u7ecf\u5f00\u59cb\u4ea4\u8f66\uff0c\u4f46\u77ed\u671f\u5185\u6765\u81ea\u7269\u6d41\u7684\u538b\u529b\u8f83\u5927\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<h2 class=\"wp-block-heading\"><strong>Chapter 3: \u851a\u6765\u7528\u6237\u8fd0\u8425\u7684\u5b9e\u8df5\u5bf9\u884c\u4e1a\u7684\u501f\u9274\u610f\u4e49<\/strong><\/h2>\n\n\n\n<p class=\"has-medium-font-size\"><strong><em>\u9ea6\u80af\u9521\uff1a\u851a\u6765\u7684\u5ba2\u6237\u8fd0\u8425\u6a21\u5f0f\u663e\u7136\u5df2\u6210\u4e3a\u884c\u4e1a\u7684\u6807\u6746\u3002\u5f88\u591a\u8f66\u4f01\u4e5f\u5728\u7eb7\u7eb7\u8bd5\u6c34\u7c7b\u4f3c\u851a\u6765\u7684\u6a21\u5f0f\uff0c\u6216\u8005\u91c7\u7528\u4ee3\u7406\u6a21\u5f0f\u3002\u60a8\u5bf9\u540c\u884c\u4eec\u7684\u8fd9\u4e9b\u5c1d\u8bd5\u6709\u4ec0\u4e48\u8bc4\u4ef7\u6216\u8005\u5fe0\u544a\u5417\uff1f<\/em><\/strong><\/p>\n\n\n\n<p class=\"has-medium-font-size\">\u79e6\u529b\u6d2a\uff1a\u4ee3\u7406\u6a21\u5f0f\u5386\u53f2\u4e0a\u4e5f\u51fa\u73b0\u8fc7\u5f88\u591a\u6b21\uff0c\u5f53\u7136\u6700\u540e\u8fd8\u662f\u8981\u9760\u65f6\u95f4\u6765\u68c0\u9a8c\u3002\u7406\u8bba\u4e0a\u7684\u7f8e\u597d\u4e0e\u4e16\u4fd7\u5546\u4e1a\u5173\u7cfb\u95f4\u7684\u78e8\u5408\uff0c\u4f1a\u5e26\u6765\u5f88\u5927\u6311\u6218\uff0c\u6bd5\u7adf\u4e00\u7ebf\u9500\u552e\u670d\u52a1\u4eba\u5458\u90fd\u4e0d\u662f\u8f66\u4f01\u7684\u5458\u5de5\u3002<\/p>\n\n\n\n<p 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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<ol class=\"wp-block-list\">\n<li class=\"has-medium-font-size\">\u957f\u7ebf\u601d\u7ef4\u662f\u7528\u6237\u8fd0\u8425\u7684\u57fa\u77f3\uff1b\u4efb\u4f55\u6709\u5fd7\u4e8e\u901a\u8fc7\u7528\u6237\u8fd0\u8425\u63d0\u5347\u957f\u671f\u5ba2\u6237\u6ee1\u610f\u5ea6\u7684\u8f66\u4f01\uff0c\u90fd\u987b\u5728\u77ed\u671f\u8d22\u52a1\u6307\u6807\u4e0e\u957f\u671f\u6ee1\u610f\u5ea6\u4e4b\u95f4\u5bfb\u5f97\u5e73\u8861\u3002<\/li>\n\n\n\n<li 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class=\"has-medium-font-size\">\u8d62\u5f97\u7528\u6237\u624d\u80fd\u8d62\u5f97\u672a\u6765\uff0c\u4f46\u5728\u5177\u4f53\u5b9e\u8df5\u4e0a\uff0c\u8f66\u4f01\u5e94\u7ed3\u5408\u81ea\u8eab\u5b9e\u9645\u53ca\u80fd\u529b\u8fb9\u754c\uff0c\u5236\u5b9a\u6709\u9488\u5bf9\u6027\u7684\u7528\u6237\u8fd0\u8425\u4f53\u7cfb\u53ca\u6253\u6cd5\uff0c\u5207\u5fcc\u76f2\u4ece\uff0c\u529b\u6c42\u907f\u514d\u201c\u6dee\u5357\u4e3a\u6a58\uff0c\u6dee\u5317\u4e3a\u67b3\u201d\u7684\u5c34\u5c2c\u3002<\/li>\n<\/ol>\n\n\n\n<figure class=\"wp-block-image size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/04\/cxo\u7ed3\u5c3e\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<h2 class=\"wp-block-heading\">\u7ffb\u8bd1\uff1a<\/h2>\n\n\n\n<p class=\"has-medium-font-size\">Interviewee: Qin Lihong, co-founder and president of NIO<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Interviewer: Guan Mingyu, Global Managing Partner, McKinsey; Zhou Guansong, McKinsey&#8217;s global associate managing partner<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Abstract: As a leading enterprise in the new power of electric vehicle manufacturing in China, NIO has won wide attention in the market with its unique &#8220;user operation&#8221; concept, but it has also spawned discussions on the profitability and sustainability of this model. In the dialogue with McKinsey Global Director partner Guan Mingyu and global associate Director partner Zhou Guansong, Qin Lihong, co-founder and president of NIO, shared NIO&#8217;s thinking on user operation concept and valuable practical experience from the perspective of the underlying logic of user operation, investment and return, and the reference provided by NIO&#8217;s practice to the whole industry.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Chapter 1: The underlying logic of user operation<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: User operation is a big feature of NIO. Why does NIO want to do user operations? What&#8217;s the underlying logic? Where is the core competitiveness reflected?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: In terms of business model, whether the enterprise has a natural long-term contact with the user is a major prerequisite for the development of user operations. Take the real estate and property industry I was engaged in before founding NIO as an example: Property is naturally suitable for user operation, because the owner has lived in your community for ten years; But real estate is not, buyers and sellers after the sale of the property basically cut off contact.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">A brief analysis of today&#8217;s automotive industry reveals that most car companies do not actually own user contact points. Take a look at the transaction flow of typical traditional car companies: the pre-sale stage is mainly to contact potential customers through various marketing means; The transaction stage, the car is sold to the dealer, for the car company, the whole transaction is actually over; In the after-sales stage, in addition to recalls, there is little contact between car companies and car buyers. Therefore, in the entire life cycle of the vehicle, the traditional car companies almost do not have user contact points, and there is no room for any user operation.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">At NIO, we have a long cycle of user contacts through direct sales and direct services to meet the prerequisites for user operations. <\/p>\n\n\n\n<h4 class=\"wp-block-heading\">As for why we want to do user operations, there are two main starting points.<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">First of all, we have such a long contact with the user, so deep dealings, the value potential of the user&#8217;s life cycle is obvious, so can we release this part of the value through user operations? Secondly, we hope that our vehicle brand can enjoy a certain premium.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">These two points are the premise for us to build a series of user operations business practices. Consumers&#8217; willingness to pay is always driven by both rational and perceptual factors. On the one hand, we strive for excellence in the research and development, procurement and manufacturing of the product itself to meet the rational pursuit of consumers. On the other hand, we also create long-term high satisfaction through user operations. And as an important support for brand added value. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">May wish to make a hypothesis: If NiO does not do direct sales, do not do user operations, simply imitate the traditional OEM distribution system. How much can our car sell? My personal hunch is that it might take 20% off today&#8217;s selling price. For a long time, the pricing of Chinese car companies is there is a &#8220;ceiling&#8221; : the same product. Even Chinese cars may be a little better, but by convention it is 20,000 cheaper than Korean cars, 30,000 cheaper than Japanese cars. More cheaper than German cars, it seems that only in this way can open sales. In this environment, car companies dare to say &#8220;no&#8221; to such pricing? Even set the price tens of thousands more than the German brand? Why are you more expensive than German? This is a hypothetical question, but it was an important discussion when we started our business.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Through many efforts, including user operations, WEilai has obtained a very intuitive result, that is, a relatively high brand premium. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">The current average ticket price of NIO is higher than that of some traditional German luxury car brands. And it is much higher. If the traditional strategy is tens of thousands cheaper than the German luxury brand. Then our pricing is tens of thousands more expensive than them. The difference between the two pricing can be said to be our value-added. This is one of the most intuitive results of our user operations.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: In addition to the premium, you also mentioned the value extraction throughout the life cycle of the vehicle, can you talk about that? In addition, some people say that the so-called &#8220;user operation&#8221; is to do a good job of customer relations. What do you think about that?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: You can&#8217;t simply equate user operation with relationship building, or some superficial interaction. The user operation needs the complete system ability to support. From the very beginning, NIO has focused on building its own system. Such as APP, NIO House, worry-free service, NIO Life, etc. These initiatives not only help us improve user satisfaction and guarantee brand premium. But also benefit from the value discovery of the user&#8217;s full life cycle. Taking NIO Life as an example, the current penetration rate is more than 50% of the user stock. And the average annual cost of each user is two thousand yuan, of course, some are redeemed through points.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">How hard is it for users to operate? <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">It is neither difficult nor difficult. Where is it not difficult? A user who spends four or five million yuan to buy a car and is destined to be bound to NiO for at least five or six years. As long as the experience is good, there is a high probability that some other consumption can be spawned. Or take property as an example:. Owners who have bought luxury properties are quite satisfied with the quality and service of the properties. And now the properties have launched some other value-added services. Such as home appliance maintenance, picking up children, etc., which are more reasonable than outside prices and know well, owners are of course more assured.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Then why say user operation is difficult? First of all, the distribution system of the car companies can not do. How to achieve bypass dealers to sell these value-added services? Secondly, the operation logic and enterprise architecture of the traditional automotive industry do not support user operations. The department KPI of traditional Oems may not fully take into account the long-term interests of the enterprise: for example. The Marketing Department must first prove the level of return on investment in the current year before pushing anything. But at NIO, we do these things, the specific financial return may not be realized until several years later. Therefore, user operations decisions can only be promoted by people who have absolute control over the company and identify with this concept from the heart. That is, the people who do things and make decisions must be the same people.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Chapter 2: Input and return of user operation<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: User operations require real money. From the user point of view, I will be happy to see NIO spend more money on me. But from the perspective of investors, they will naturally be concerned about whether the user operation model can make money for the company.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: In terms of financial return, we have our own business model for the full life cycle of bicycles, which has two most important items:. The cost of bicycle sales and the cost of bicycle service during the full life cycle of the vehicle.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Bicycle sales costs include advertising, new car launch costs, etc. If the traditional model is followed, the cost of NIO in this area is unlikely to be lower than that of traditional luxury brands. But it will be much higher. For example, the same people buy 30-second TV ads, and the expenditure is similar. But the advertising of traditional luxury brands can trigger nearly a million annual sales, and the advertising expenditure of bicycles will be significantly lower than that of Weilai. Such a huge gap, even if we improve efficiency, precision delivery and so on to the extreme, it is impossible to recover. Therefore, in order to compete with traditional car companies with scale advantages, our playing method must be differentiated.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">How does this difference manifest itself? <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">We felt there was only one variable we could work on, and that was user recommendations. In this way, the only viable strategic starting point for NIO is how to systematically increase the proportion of old users recommending new users. This comes back to high satisfaction, because high referral rates come from high satisfaction. However, high satisfaction alone may not produce a high recommendation rate. And there must be a certain transformation mechanism to cooperate. This requires us to increase the frequency of activities, especially offline activities, and make the recommendation scene as natural as possible, so that users can happily bring friends, without feeling stiff or sales. This approach is very different from the industry&#8217;s common, highly purposeful sales promotion activities.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In addition to user recommendations, holding large-scale activities with popular effects is another important measure for us. In the case of the first NIO Day at the end of 2017, the number of orders received within 24 hours of the end of the event, based on subsequent deliveries, was enough to cover a year and a half of deliveries. Of course, at that time. The capacity of the new factory was limited by many, and the delivery time was too long, resulting in the loss of some orders. And the actual situation was delivered for one year. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">The amount of orders received by a press conference is enough to deliver for a year, which means that there is no need to invest in big advertising in the following year, achieving systematic cost reduction. The saved resources can be invested in the maintenance of existing interested users. And the cost will be far less than that of acquiring new potential customers by investing in large advertisements.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">In addition to the cost of bike sales, another important item in the business model is the cost of bike service. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">In the first few years, when vehicle sales were small, unit costs could be exaggerated. However, with the increase of sales and ownership, unit costs will gradually return to normal levels. Take the road service guy, for example. When sales were more limited in the previous two years. Such as 2018, the average daily user service of a Tao service brother was only about 1 single. However, by 2021, it has been close to nearly six per day, with a huge increase, reaching the limit under the 8-hour work system. Looking at the replacement of the power station, of course, the initial cost is also expensive. But it all depends on the perspective of the matter. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">I told the person in charge of NIO Power that if NIO does not directly operate the power change service. But purchases the service through external means, in order to achieve the same satisfaction in replenishment. The procurement cost is definitely much higher than today&#8217;s self-operated model. Reflected in the report may be a loss caused by service users. But it can also be fully interpreted as the purchase of customer satisfaction input, and this Angle may be more accurate.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">In summary, in terms of cost of sales optimization, NIO relies on the point of difference. In terms of service costs, we do the best by upfront investment. And then rely on scale to optimize the cost of bicycle service, and finally achieve breakeven.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">In addition to spending, NIO can also obtain service revenue from the full life cycle of the vehicle. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Our business scope is wider than that of other car companies. In addition to conventional business, NIO also covers peripheral products, used cars and other businesses. Under the traditional approach, the entire value chain will be completed by a dozen companies in seven or eight industries. But here in Weilai is different, such as film, caliper modification, etc., can be completed by themselves. Moreover, due to the simplification of the circulation links. These service items can be lower than the 4S store pricing, while benefiting consumers. They can still maintain reasonable profits.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">NIO also has some smart car selection projects, such as NIO Pilot, NOMI Mate, etc., which benefit from the experience of the product itself and good user relations, and the selection rate is very high, between 50% and 60%.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">At the same time, more and more users began to get used to receiving paid services in NIO House, such as drinks, venue rental, etc. Of course, part of this payment is done through points.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Of course, we are currently in the &#8220;saving character&#8221; stage, so we will reinvest part of the service revenue into user services.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">To ensure that all of these initiatives are in the best interests of our users while balancing financial performance, we have established a well-structured user Relations department. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Traditional Ovens do not have such a department, but in the NIO system, the user relations department is very important, we need this department to set rules for the user community, its role is comparable to the Senate in ancient Rome. In some cases, even if Brother Bin and I make a judgment. The user relations department will still stand up and say &#8220;no, this will hurt the interests of the user.&#8221;<\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: NIO Life is a distinctive part of NIO&#8217;s business. But some have commented that NIO Life seems a bit quixotic for a car company. What does NIO think about this?<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Qin Lihong: NIO Life is mainly responsible for the development and sales of peripheral products of NIO. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">From the beginning of three employees, has grown all the way to today&#8217;s team size of about 100 people. We will define and design the product ourselves and then find the supply chain to implement it. Since we strive for excellence in personnel recruitment, supply chain construction, quality standards, etc., it is not an exaggeration to say that our department, even if it pulls out and the corresponding industry&#8217;s top enterprises, the ability is not inferior. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">For example, we have been involved in red wine since 2021, and have achieved direct cooperation with French wineries to jointly create exclusive vineyards for NIO. Another example, we have a hot thermos cup, the cup is designed by us, the quality standard is also defined by us, the manufacturer is selected by us, and finally our quality inspector completes the factory inspection; Every six months will develop new models, new colors, new concepts, etc. We hope that by providing users with good services and products, so that users feel more value for money, at the same time, WEilai can also achieve reasonable profits through the optimization of systematic efficiency.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">We can understand the confusion and even criticism you mentioned. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">However, we feel that NIO Life&#8217;s capacity building should not be opposed to the main automotive industry. Today, NIO Life has a user penetration rate of more than 50 percent, and the penetration rate will increase further as various capabilities are put in place. With the expansion of delivery scale, this piece of investment will not cause us pressure, but will become a new value growth point.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">By extension, today&#8217;s investment in the ability to build, the &#8220;character&#8221; long, from the long-term perspective is more cost-effective. Let&#8217;s make a pure assumption, if a total of 10,000 vehicles are delivered in the first year, the average loss of 10,000 yuan per vehicle, the loss is 100 million yuan; When there are 1 million users, as long as the average car earns 100 yuan, 100 million will come back; If the capacity has been developed by then, assuming that the average car can earn 1,000 yuan, the billion will come back. So everything we do now is to make a reasonable, sustainable profit when the base is large enough. So you have to go back and look at what level of investment might be needed at the moment.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">McKinsey: NIO&#8217;s Fellow is a very special group. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">You also mentioned earlier that NIO needs to optimize various costs of bicycles through the expansion of its customer base. Can Fellow mode help NIO achieve this optimization? There is always a limit to the number of customer relationships that each Fellow can maintain. What do you think about the scale of the Fellow model?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: The purity of Fellow and the upper limit of per capita service users are our next extremely important topics.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">As for the purity of Fellow, in the early stage of our development, due to the small user base, old user recommendation and other more traditional marketing models, but in the future, the proportion of old user recommendation will be higher and higher. Therefore, we need to improve the purity of Fellow mode and make Fellow obtain personal benefits by serving users more through the adjustment of distribution mechanism.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">There is no standard answer to the question of the maximum number of service users per capita, and it will require trial and error along the way<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">There is no standard answer to the question of the maximum number of service users per capita, and it will require trial and error along the way, such as increasing the service ceiling through better digital empowerment and systematic team division. At the beginning of the business, I once talked to a senior personal finance executive at a bank, and they created a very sticky business model, which deserves our respect. For example, when users of their financial products want to move, the first thing they think of is not to find a moving company, but to find a financial adviser for advice. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">How did the bank manage such high customer engagement? It is through reasonable division of labor, each performs his own duties. One person on their team is a &#8220;big sister&#8221; who is in charge of parental matters. They may not need to have deep financial knowledge, but they must have high emotional intelligence. Another person might specialize in handling customer complaints, and so on. Through a reasonable division of labor, the combat effectiveness of 7 individual soldiers to form an infantry squad must exceed that of a single soldier multiplied by 7, which is an obvious truth. Under the combination of digitalization and organization, the potential of WEilai Fellow is huge. Of course, today we are far from there, but this makes us excited and shows that there is still a lot of room for growth.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">McKinsey: NIO is entering European countries such as Norway, and intends to introduce the user-operated system into the European market. What is the progress?<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: We are just getting started in Norway. From a qualitative point of view, the user satisfaction and enthusiasm we get is the same as in China. Norwegians are often said to be cold and antisocial, which is not true. Socializing is a common human need! Before we sold the car in Norway, we recruited a local user advisory group, more than 800 people signed up, and finally we selected more than 200 people to give us a variety of opinions, including the APP, NIO House, trial drive process, etc. We have started to deliver cars in Norway, but there is a lot of pressure from logistics in the short term.<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Chapter 3: The reference significance of NIO user operation practice to the industry<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: NIO&#8217;s customer operation model has clearly become a benchmark in the industry. Many car companies are also testing the water similar to the Weilai model, or using the agent model. Do you have any comments or advice on these attempts of your peers?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: The agency model has also appeared many times in history, of course, in the end, it depends on time to test. The blending of theoretical beauty with secular business relationships can be a big challenge, after all, the front-line sales and service staff are not employees of car companies.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Of course, the reality of every business is different. The average price of NIO has reached more than 400,000 yuan, so we will have a certain plan for the value of the whole life cycle of the vehicle based on this pricing, and then use this long-term value realization to reverse today&#8217;s investment level. Indeed, many companies are now referring to NIO, most of these companies are industry predecessors, and their capabilities are stronger than ours. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">My view is that looking similar to Weilai at the execution level may not necessarily be a good thing; However, if there is a similar thinking process and underlying logic with NIO, but the actual execution plan in the end does not look similar, it may be a good thing. Just like we Chinese, regardless of income, we always have a family reunion during the New Year, this family may eat dumplings together, the family may go to the Antarctic expedition. The form of the reunion may be different, but the essence is the same, and we should learn the nature of the family reunion, not the form of the Antarctic expedition.<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">McKinsey: If everyone&#8217;s underlying logic is the same, won&#8217;t NIO lose one of its biggest features?<\/h4>\n\n\n\n<p class=\"has-medium-font-size\">Qin Lihong: I don&#8217;t think so. I do not believe that if everyone adopts the same underlying logic, NIO&#8217;s business will become bad. On the contrary, it will accelerate the acquisition of smart electric vehicles&#8217; share of traditional fuel vehicles, and NIO may become better as a result. The auto industry does not belong to winner-takes-all, but to a hundred flowers. <\/p>\n\n\n\n<p class=\"has-medium-font-size\">Even if it is to the extreme, a car company will have a maximum share of 10% to 15%. I have never felt that other people&#8217;s bad life is the premise of a good life, and other people&#8217;s bad life may not be able to live well. I think in the automotive industry, it&#8217;s more about logical consistency and capacity building. We really feel that the new electric car companies should do better. Fuel vehicles still have 70~80% of the market share! If we do not fight for such a large market, we will work with each other 20 to 30%?<\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: Last question. Cars are very complex industrial goods. Some people may say that as long as the product is good, the so-called user operation is actually dispensable. What do you think?<\/p>\n\n\n\n<h4 class=\"wp-block-heading\">Qin Lihong: A good product is important, but a good product is not enough. <\/h4>\n\n\n\n<p class=\"has-medium-font-size\">History is full of companies with excellent products that eventually went bankrupt. And what does a good product mean? Different times, the definition of a good product is different. In the same generation may be constantly quantitative change, and in the context of intelligent electric vehicles replacing fuel vehicles, the definition of good products may change qualitatively. Some people say that good car products are good collision safety, 5-star rating and so on. We certainly have these, but do not deliberately advertise, because these are already threshold level requirements. Many media have dismantled our cars and found that the quality and materials of NIO are no less impressive than those of traditional big-name car companies. Therefore, our pursuit of good products should be forward-looking, rather than seeking swords.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">&#8220;Hitting the moving target&#8221; is a word that Bin brother often says, and it is also our self-requirements. It refers to the definition of the target and criteria to be ahead of time, just like shooting a UFO target, be sure to aim at its extension line, rather than the current position. Therefore, our current big topic is how to define the next generation of good products, and from this definition of good products and good services to reverse our practice and investment today.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">McKinsey: Thank you Mr. Li Hong for your valuable time and wonderful sharing! I wish you good health and success in your work!<\/p>\n\n\n\n<h3 class=\"wp-block-heading\">Conclusion:<\/h3>\n\n\n\n<p class=\"has-medium-font-size\">In the era of traditional fuel vehicles, car companies&#8217; attention to short-term sales targets will be much higher than the pursuit of long-term customer satisfaction, and similar practices are also in line with the competition law in the era of fuel vehicles. However, the rise of intelligent electric vehicles has posed a challenge to this: due to the product characteristics of intelligent electric vehicles themselves, and the new generation of consumers are tired of the traditional car retail and service model, the once &#8220;golden rule&#8221; has been difficult in the era of intelligent electric vehicles. Nio&#8217;s user operation model has waded a new way to maintain long-term customer satisfaction. For such new things, many traditional car companies have experienced a mental journey from &#8220;looking down&#8221; to &#8220;not understanding&#8221;, to &#8220;not being able to do&#8221;, and even &#8220;not being able to catch up&#8221;. In this regard, we believe that:<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Long-term thinking is the cornerstone of user operation; Any car company that wants to improve long-term customer satisfaction through user operations must balance short-term financial metrics with long-term satisfaction.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">Building a user enterprise can not only stay in the slogan or the appearance of &#8220;good for users&#8221;, but should go out of the past &#8220;comfort zone&#8221;, from the overall vision, corporate culture, institutional Settings, assessment indicators, daily operations and other aspects to make drastic changes.<\/p>\n\n\n\n<p class=\"has-medium-font-size\">To win the user to win the future, but in specific practice, car companies should be combined with their own actual and ability boundaries, develop a targeted user operation system and play, avoid blindly, and strive to avoid the embarrassment of &#8220;Huainan is orange, Huaibei is orange&#8221;.<\/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 size-large\"><img decoding=\"async\" src=\"http:\/\/cxounion.cn\/wp-content\/uploads\/2023\/04\/cxo\u7ed3\u5c3e\u4e8c\u7ef4\u7801.png\" alt=\"\"\/><\/figure>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u672c\u6587\u7531CXO UNION-CXO\u8054\u76df\uff08cxounion.cn\uff09\u8f6c\u8f7d\u800c\u6210\uff0c\u6765\u6e90\u4e8eMcKinsey&amp;Company\uff1b\u7f16\u8f91\/\u7ffb\u8bd1\uff1aCXO UNIONCXO\u8054\u76df\u5c0f\u5b81\u6aac\u3002<\/p>\n\n\n\n<p class=\"has-cyan-bluish-gray-color has-text-color has-small-font-size\">\u514d\u8d23\u58f0\u660e: 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