Editor's note / by the Chinese Academy of Social Sciences Institute of Industrial Economics, China Business News chairman Jinbei competitiveness led research team, in the "economic competitiveness" theory, based on the "China Business," co-developed "Competitiveness of Chinese Enterprises Monitoring System" - CBCM (China Business Competitiveness Monitor). The System was recognized as the government and the academic scholarship application-oriented paradigm. From the end of 2002, CBCM continuous monitoring system more than 1,200 listed companies on domestic and some non-listed companies, foreign enterprises in China brand competitiveness monitoring. Currently, the system already has more than 600 million data have been hundreds of foreign-funded enterprises to varying degrees in the monitoring results on CBCM be applied. Enterprises can take advantage of its long-term continuous monitoring results, clearly see their competitive situation in the industry curve.
CBCM system based on monitoring results, the Chinese Academy of Social Sciences Institute of Industrial Economics and Research Institute of China Business newspaper has been published for 7 years together, "Competitiveness of Chinese Enterprises", which has become the comprehensive competitiveness of Chinese enterprises inventory of authority data, Based on the launch of the "China Business Competitiveness Annual Conference", also a seventh has been successfully held for government officials, business executives build a high-end platform.
In the current competitive will be held in December 2009. In the global financial crisis deeply troubled Kuxun business prospects, but also to observe the corporate competitiveness of our new perspective. In this annual meeting, we will focus on looking for those in crisis, still maintain their strong competitiveness of enterprises, through our continuous tracking of the company to reveal the source of their competitive strength. In a large number of Chinese enterprises, through the layers of screening, we finally determine Huawei, BYD, and Conch Cement as our object of study. No doubt, they have every reason to become an outstanding representative of business. Starting from this issue, we would continue to serve you our research results.
This is also a created a hero heroic achievements by businesses, this is a rhetoric in the early development of the world there must be one-third of the company, which is considered a real Chinese enterprises into the world, this is a 20-year always stick to the road every day for their own business, a company that has shunned the corporate vision to attract many people, this is a news media refuse to understand business.
This is a respectable business - many people commented Huawei Technologies, including its competitors.
Known as the global economy even in the winter of 2008, Huawei still did not stop running. This year, they throw off a rival Huawei: Alcatel-Lucent. In the global telecommunications industry, Huawei ranked ahead of only Ericsson and Nokia Siemens. "Third world telecommunications market, there must be a seat of Huawei," Huawei Ren Zhengfei head of early years, the dream has become reality presented.
In 2009, when people still debate whether the economy recovery, Huawei took only six months to complete the equivalent of 2008 full year sales contract. Growth rate calculated in accordance with the first half of 2009, the year, Huawei, Nokia Siemens is likely beyond, as the world's second-largest telecommunications equipment suppliers.
Jump again and again, again and again to touch the ceiling, Huawei, showed amazing competitiveness.
2 years
The development of things will always be the bottleneck, the bottleneck may not be the ultimate limit, but within a period of unpredictable future. The same as the ceiling, only to constantly jump, touch, and beyond, the only way is to find a staircase.
Constantly face the ceiling, even before the ceiling can be found in the face of the stairs, walked on the floor so well, this is most companies Huawei and China, where the difference between.
Huawei's development has had two such limits. Before and after 1998, Huawei has experienced entrepreneurs, high-speed copy-style development, with a mad sea of people plundering and tactical enough to seize market share, become a company with tens of thousands of employees of the enterprise, how to manage, how to quickly re-unite for expansion was rapidly diluted culture, became head of Ren Zhengfei headache. Way to break this limit, is the famous "Huawei Basic Law."
Huawei's second limit in 2008, Huawei continued to "barbaric growth", but found that income and profits and lack of coordination, in exchange for higher sales and profits not so. In order to understand how money is earned back, spent a total of how much it costs, Huawei has completed IPD (Integrated 浜у搧 寮?彂), ISC (integrated supply chain) based on the start of the IFS (integrated financial restructuring) program, trying to break through their own again bottleneck.
Competition Force
In 2009, the seventh in our China business competitiveness study, Huawei is still in a prominent position. More than 20 years of rapid growth in Huawei's more alarming is the fact that growth itself with the speed and sustainability.
Whenever businesses, competitive factors could constitute nothing less than the management, strategy, technology, finance, Huawei is no exception. Management is a process that really rely on the system, the system is twofold: First, the language of an article format type rules; second rally included business development, settle down under the rules of the culture and the formation of each employee who can find the same sexual characteristics.
Huawei body, this system is the "Basic Law", "coyotes" culture, mattress culture. But "never within our 'coyotes culture' and 'mattress culture' argument, these are critical to our lessons. The core of our corporate culture thing is: customer focus, teamwork, and work and plain living." Huawei Technology Branding Brand Manager Guke Hui said.
Although the "follower player" identity known, but Huawei is clear that he and the gap between the industry bellwether Ericsson - 2008, Huawei's per capita productivity is 21 million, while Ericsson is 35 million.
Now, Huawei is still not free from cost overrun caused by stimulating role. The cost overrun out of corporate social responsibility, including cost and the cost of Huawei countries, most notably the demographic dividend, Ericsson, Alcatel-Lucent and other companies where the state can not provide such a low manufacturing cost; inward while the cost overrun including employee benefits, compensation, Huawei's R & D personnel in more than the number of competitors, but the R & D costs are much lower than competitors.
1988, 1998, 2008, Huawei seems to encounter a ceiling every 10 years. How do we interpret Huawei across the ceiling, while also waiting for Huawei's next jump.
Core Reading
There is no doubt in the minds of Huawei staff, especially those who work in Huawei employees as long as 10 years in mind, president of Huawei, Ren Zhengfei is the soul and hero: "No Ren Zhengfei, Huawei's forward-looking strategy will be lowered."
However, he did not think so Ren Zhengfei. "Huawei does not need heroes. Zhengfei often say that a hero is not one of the best companies. The past is the foundation laid by the hero, and now rely on process, by platform, no longer rely on a capable person." 1 Ren Zhengfei people close to tell, "China Business" reporter.
"Anxiety are to survive, succeed paranoid." This is the famous Ren Zhengfei, which means that success is paranoia, and survival depend on the anxious bench. In every respect the "heroes" behind Ren Zhengfei, Huawei this at 20 years of "anxiety are" how to become "the most successful international enterprise"?
1, the core values of temper
Appears in the bo, Huawei's unique "dual core" is the core of its success: "a nuclear core values is to" Huawei Basic Law "as the representative of the core value is the value of corporate culture; second core is the core competitiveness. In Huawei, based on core competence management as the core. "bo is a Chinese People's University School of Public Administration Organization and Human Resources professor and doctoral tutor, since 1995, Huawei as a management consultant, is" Huawei Basic Law, "the drafters of one.
Find a common language
Huawei's core values from scratch, from molding to improve, so far lasted 20 years. Even today, Huawei's core values of the upgrade continues. In fact, March 23, 1998, "Huawei Basic Law" was adopted and before the start, in addition to Ren Zhengfei and a handful of people, the vast majority of Huawei's core values of people of the so-called no idea. Then make plans for the Huawei's expert advisory team (mainly by the Chinese People's University professors) that the high growth of Huawei, the increasing scale, more and more employees, management, more and more problems, one of which is senior and middle-level cadres in the pursuit of the enterprise's mission, core values and difficult to reach consensus, it is difficult to communicate.
China Management Consulting Ltd, chairman of the cornerstone, the famous management consultant, Huawei's expert advisory group when he was head of the Peng Jianfeng later with a very vivid metaphor to demonstrate the circumstances. With the business expansion, staff size, and the enterprise level and the reduction in grass-roots contacts, Ren Zhengfei found himself farther and farther away from middle-level leadership, but also can keep abreast of the work of subordinate status and ideas. For those who do not understand the idea of employees Ren Zhengfei, the boss, then more and more difficult to understand, that the boss saying, "birds" and understand the owner's intent to become more and more difficult, so every day wondering what the boss would like to . At the same time, the boss also felt the lack of the following are increasingly savvy, "as stupid as a pig." Employees understand the boss's intent can not be prepared confused, Ren Zhengfei also because they can not be understood and painful, both sides need to establish a common language systems and communication channels. The core values of the refined and elaborated, is to find the "bird" and "pig" of the common language of the shortcut.
For this reason, in discussing "Huawei Basic Law," the basic framework of the design, Ren Zhengfei on a request that "Huawei Basic Law" to establish the business deal with the fundamental contradiction between inside and outside the law, establishing a clear common language system that is the core business values, as well as guidance Huawei's future growth and development of the basic operating policies and management rules. "How will our precious and painful years of accumulation and exploration industry in absorbing the best ideas and methods, then a step further, as the theory guide us in advance to avoid falling into empiricism, which is to develop" Huawei Basic Law " basic position. "'s speech in 1998" from the realm of necessity to the realm of freedom ", the Ren Zhengfei put a" belated. "
In the development of "Huawei Basic Law" of the process, Ren Zhengfei and exchange of very large group of experts. Expert Group's office in his office next door, in memory of Peng Jianfeng, when the experts have told Ren Zhengfei chat almost every day, "he tends to come chat. On" Huawei Basic "there is 9 times the formal discussion, in addition to with at least one 20 informal discussions. In fact, through this process, Ren Zhengfei also completed a deepening of Huawei's future development and systems thinking. "
"Huawei's Basic Law," the preparation and drafting process lasted three years, Huawei has experienced more than 800 people from 1995 to 1998, nearly two million high-speed development. March 1998, after 10 deletion, up to 16,475 words, "Huawei Basic Law" was finalized.
"For Huawei," Huawei's Basic Law, "at least three aspects of the role." Peng Jianfeng later evaluation, the biggest role is to translate into real high-level thinking that we can see and feel things, to make high-level and between staff able to reach consensus, "This is a power of intelligent process." Huawei Basic Law "in the unity, cohesion of staff and so the role of the immeasurable." Second, "Huawei's Basic Law," after the introduction of a competing domestic and international business pursuit, study model, greatly increasing social awareness and customer Huawei Huawei brand identity. Third, it fostered a leadership team of Huawei.
Bo in the eyes of another person, "Huawei's Basic Law," the role and significance of more specific: "I always thought that" Huawei Basic Law "is the Charter of Huawei's management or cultural charter. It is not just a cultural exposition, it Huawei to upgrade their management to encourage the establishment of their own management system, in this sense, it is a milestone. "
Basic "change"
However, the stand point of view look at today, "Huawei's Basic Law," "the contents of which are almost always change." Peng Jianfeng, this is because the magnitude of business, mission and pursuit are not the same. "It was made 'a world-class companies' objectives have been reached, but the 'lead' the word did not reach."
That "Huawei Basic Law" needs to change not only Peng Jianfeng. From "Huawei Basic" to implement a full 10 years after the promulgation, December 19, 2008 afternoon, visit the company's internal forum "community voice" of Huawei staff found that there more of a "Forum's core values." Borrow "One World, One Dream" Olympic symbols language, the Forum's defenders - "The Working Group's core values of order" raised "the same Huawei, the same vision," the slogan of the initiative to participate in all Huawei " sharing and creation of this discussion. " Submitted to the nearly 90,000 employees of the copy of Huawei, Huawei's EMT (Executive Management Team, the management team) will be the company's core values, from 673 the year re-refined word for "hard work, self-criticism, team work, sincerity and trustworthiness , customer success, open enterprise, "24 words, and to illustrate and explain one by one.
"We have no scarcity of resources can rely on, only hard work to win the customer's respect and trust", "only adhere to self-criticism, to listen, give and continue beyond, can more easily respect for others and with others, to achieve customer, company, team and individual and common development "and" victory is celebrated toast, Baize desperate is extended, "" we only magnanimous and sincere heart, can deliver its promises to keep, "" to provide effective services, is the direction of our work and value of the evaluation scale, customer success is our success "," Any advanced technology, products, solutions and business management into a business success can only create value "... ... This is a brutal competition in the has gone through a 20-year survival, development, expansion of international business experience and lessons from the heart.
"Huawei's development today, would try to rely on" Basic "and then what by a system of such a large company to all thinking clearly, I think unrealistic." Talking about the continuation of this still great discussion Peng Jianfeng said, "but its significance lies in the core values of the same time make people aware of all Huawei, Huawei's basic core values can be unified, and is always been the same, for example, value-oriented customers."
"To realize that customer service is the only reason Huawei exists." April 28, 2005, Ren Zhengfei central group in the Guangdong Provincial CPC Committee held a "learning forum in Guangdong," the 16th conference of the report as "Huawei core values, "says project report.
2, the third stage
Back in early 2008, an internal meeting, Ren Zhengfei, says that Huawei will be the coming economic crisis, the biggest beneficiary.
Why Zhengfei dare this true? "IT managers in the world," writer Yunjie that this is because a more reasonable distribution of Huawei's operations, the advantages of expanding the international market is more prominent. In fact, Huawei has made a more rational distribution of support in the international market, greater advantage is the management system of Huawei, Huawei, its external manifestation is "dual core" of the other core - the core competitiveness.
If the value from the representative of the core values of corporate culture can be seen in Huawei's soul, then the core competitiveness from Huawei cultivation process, may be able to clearly see the giant Huawei has grown from a child's footprints.
To the regular army from Tuba Lu
You want to know how Huawei to build the core competitiveness and future development, it should first of Huawei path. Whatever you do do the domestic market or international market, Huawei has remained true to some of the key elements of success for an enterprise, these key elements is the most important support. "When we do," Huawei Basic Law "is a breakthrough from this problem. Huawei's why the success is because it has these key elements; to achieve greater success, but also what the ingredients of success? It what to do next in the international market level, it can be what kind of company, in fact, was a continuation of past success factors and success factors of adding the new. "bo said.
From this perspective, Huawei's growth can be divided into three stages. Established from 1988 to 1998, "Huawei Basic Law" final, "This is basically a hard struggle to find their own patterns and areas of the stage, is pioneering stage." Huawei bo called this period the "red years", while is also a "passionate, not management" era. "Age is a passion to help young people, a bunch of people who have no money, eyes braved the green light to begin stealing money in the market. By 1997, Huawei has basically established their business, determined to do their own, determined in a relatively stable market position. "so-called" stable position "is very difficult to re-die business, earn to feed themselves.
From 1998 to 2008, the second decade, is the second phase of Huawei. In this decade, Huawei's enterprise platform to do, the market did, and product diversification, and staff and more complex, Huawei started to realize the importance of management, while in fact, this decade is the overall management system of Huawei formation stage.
Huawei to promote "comprehensive introduction of world-class management," the motivation is that Ren Zhengfei really aware of the "Tuba Lu" and "regular" gap. That time, have accumulated some experience and capital, Huawei gradually from the "red decade" of the ignorant and the excitement in the wake of "Huawei Basic Law" in the pursuit of their own as the "world leader", and fully aware of their and about to face a huge gap between the rivals. To this end, Ren Zhengfei proposed "second pioneering" Huawei has become the most popular saying at that time. In the 1998 speech "from the realm of necessity to the realm of freedom", the Ren Zhengfei said Huawei second goal is the sustainable development of entrepreneurship, "a decade to make the work with international practice. It is characterized to dilute the entrepreneur's personal, strengthen professional management. the personal charm, traction spiritual, personal drive to become a kind of atmosphere, it forms a field, to promote and guide the proper development of enterprises. "
Although the storm has gone through 10 years, but has also had a place in the industry, but in the eyes Ren Zhengfei, the lack of world-class management system, Huawei still only be considered "Tuba Lu." "Is wearing sandals, head wearing white towel, holding 38 caps and haunted Qingsha Zhang, and then buried in a mine, put a sniper or something. This is a true portrayal of the early Huawei is very appropriate." Bo said, "but Huawei aims and regular operations and the regular army to fight only one option is to turn oneself into a regular army. the regular army to take off their sandals for shoes, leather shoes, but China has not only pay big bucks to the United States buy, pay big bucks Buy American management system. "
Huawei's first "buy" is well-known consulting firm, American interests (HAY) human resources management system. However, in this platform to build up after Huawei was found not enough, after the whole process is introduced from IBM, including the IPD (Integrated Product Development), ISC (integrated supply chain) and is still ongoing in the IFS (integrated financial restructuring) . "IBM to Huawei from 1998 till now has not stopped, the process is actually build process, create a flow structure. Huawei IT can withstand the winter and twice a severe test of the global economic crisis, largely depend on its management system in work, also proved the reliability of this management system. "bo considered, including the 2008 Love for the world's first patent application for a world-class records are actually strengthening the management of the consequences.
"Soft power" of the times
Now, Ren Zhengfei earlier proposal of "one-third of the world telecommunications market, Huawei must have a seat," the dream has largely been achieved, then the way how to get? Bo that Huawei's development has entered the "soft power to build a whole," the first three-phase balanced attitude slowly to "gray" attitude towards peace, towards a rational, "this stage is just beginning, often only after a few years can be clearly seen. The validation management system to continuously optimize , the road is relatively long, I think this process at least a decade about it. "
And Peng Jianfeng are told reporters on the "soft power", Ren Zhengfei "more concerned about more than ten years ago." He used "rite of passage" to describe the 20th anniversary of the birthday of Huawei, and that Ren Zhengfei early start before a comprehensive reflection. "Since May 31, 2008 to April 2009, he was always fighting at five systems were five awards ceremony speech, the speech is in fact the" Huawei Basic Law "to critically rethink the past, Huawei , present and future, just not this way by the Basic Law. In fact, you look carefully, he thought in a comprehensive Huawei how to get to the next question. "
Peng Jianfeng highlighted in the first article is Zhengfei early 2009's, "who call for fire, how to provide timely fire support." This is a marketing system for Huawei's article, the core is stressed decentralization. "Huawei's development today, afraid of big enterprises disease, fear of bureaucratic, bureaucrats begin from headquarters. Huawei has always been a totalitarian, centralized, and Ren Zhengfei thinking now is how to change this centralization to decentralization, sustainable decentralization, to hear the real fire of the people (that first-line marketing staff) to do policy-making, which is the core of his article. I think this is a major transformation of Huawei and Ren Zhengfei. "
"Deep Beach Gardens, a low weir", is Ren Zhengfei April 24, 2009 fight at the operational and delivery system for speech recognition meeting. Deep Beach Gardens, is the constant internal potential, reduce operating costs and to provide more valuable service; low weir, that is, to put their own greed, their retained profits lower, more to customers, and treat upstream suppliers. "
"Huawei Ren Zhengfei is in fact reflect on the past and the competitive relationship between the partners hope will be vicious competition into previously healthy competition, to build the advantage of the value chain and reduce costs." Peng Jianfeng that, "Huawei go today, profit margins less and less, if the profits also depend on the past that at the cost of the mode of operation at all costs, certainly faced the problem of declining profit margins. He made this speech, in essence, that is, the efficiency within the enterprise to further tapping the potential to improve profits rate. "
"R & D system, his speech was" a rubble from the earthquake in Wenchuan, a church built a century ago is not back by the thought. "The article stressed the fact R & D staff of professional issues, I hope they have a Thanksgiving heart, can work together to strive for excellence shop and go to everything, focus on quality, not down to build the foundation of a century. "Peng Jianfeng said to Ren Zhengfei 2008 to the present published several articles with this together, can find him rethink "Huawei Basic Law", the re-thinking how to get business in the next 20 years. "If you said" Huawei's Basic Law, "a Huawei emancipation of the past, then this series of articles is that the new round of ideological emancipation, they solve the problem of how to take Chanye responsibility, how to maintain the company's continued prosperity and problems sustained competitiveness and global competitiveness. He thought the problem was, as a world-class enterprise, based on industry, on globalization, how the sustainable development of Huawei. "
3, "limit" on the
The formation of the inertia of 20 years, Huawei will bring to where exactly? Want to know the answer, not just "anxiety hero who" Ren Zhengfei.
July 21, 2009, IDG Yong Zhong Wei, deputy managing editor in an article entitled "Huawei's growth will occur when the corner?" In Bowen, the references and brief analysis of Huawei's sales data since 2002, Ericsson and Nortel reference to major competitors such as Huawei, the History, analyzes Huawei's own risk and referred to the three face possible "change environment" after that, the corner of Huawei's rapid growth should be followed by the following four reasons: succession issues resolved; EMT team structure after a major reshuffle; communications market comprehensive business and services from the device after the shift; any boss retired, after they listened to others opinions.
A week later, "IT managers in the world," chief reporter, "Huawei's world," one of the authors Ji Yongqing at the FT published a signed article in the Chinese Internet, "Huawei second time limit" that is about to enter the club's Huawei 500, it is difficult to "eighty or ":" and compared contemporary Lenovo and Haier, Huawei's development momentum though some of the more violent, but that does not mean it will not be bound by the law of universal gravitation: When the 'follow-type players' Huawei has been looking for is not found in previous to the number of leader, when Huawei found itself low-cost competition is gradually lost when the Chinese companies Huawei to escape the fate of it? "
Huawei can not stop
However, bo that the four proposed Yong Zhong Wei, "Huawei corner" because no one desirable. The network had some people interested in discussing the "Ren Zhengfei, Huawei is not how" is simply a false proposition. "For the past in terms of Huawei, Ren Zhengfei is really a non-negative factors. But Ren Zhengfei retirement and the departure is certain, nobody can change." Bo outspoken, "Huawei If there is no management system, not the large platform, then Once the retired elderly, may become a very serious problem. But in terms of today's Huawei, Ren Zhengfei behind the enterprise strategy and management system is the most important, as long as the sound of these two factors, Huawei's culture will surely continue. "
"If suddenly there is no Zhengfei, not a big problem in the short term, but in the long Laikan definitely have an impact." Talking about this topic, Peng Jianfeng words out carefully, "I think EMT is a team, everyone have their own characteristics This is a Ren Zhengfei was formed through the 'dual structure' under the 'nine yuan structure', nine-man team actually implements a complementary. but not the words of Ren Zhengfei, Huawei's biggest problem is lack of the spirit . "
"In a sense, Huawei's success is the success of entrepreneurs, from this point of view, we can say there is no today without Zhengfei Huawei. Huawei from so small a business, to today, its origin or entrepreneurs spirit. Chinese enterprises, may rely on mechanisms for the next 30 years, by organization, but over the past 30 years, indeed rely on entrepreneurs. "Peng Jianfeng said," until now, I have contacted the company in the home, Ren Zhengfei is the most 'heroes ', no one can match him. Now he is committed to creating mechanisms for the organization, which is the mission of Ren Zhengfei. he left, Huawei can not be sustainable development, which is the measure of his success he was an important symbol. if In the management system of further optimization, I think Huawei is fully capable of from good to great, with the stereotype, this is a very good business. "
In Peng Jianfeng eyes, Ren Zhengfei biggest feature is the strong sense of crisis and self-critical spirit. "Everyone says that Ren Zhengfei very authoritarian, in fact he was only in a totalitarian form of a democratic way to go. Really like everyone says tyranny, so overbearing, Huawei will go today?" Peng Jianfeng that "this guy "face a very long bones absorb, integrate the views of others," so I used a word, he often 'bloodbath' other people's knowledge, the knowledge you take over, is in his blood inside a circle, into his blood, This is his feature. "
However, a sense of crisis, self-critical spirit and the "bloodbath" in the ability of the Ren Zhengfei, plus a reasonable management system, Huawei, we will be able to continue today's splendid? If there is a subsequent impact in the same area of Huawei, Huawei how do? "It depends on two aspects: First, the correct decision. When faced with a crisis, when faced corner, executives can keep a cool head, to make rational judgments. Second, timely response and response. Because what will happen next, how now, and are not sure. "bo said.
"Huawei got here, have accumulated a lot of problems and contradictions. Now he can maintain a rapid growth rate, but as long as the growth of a slowdown, it used to cover some of the internal management of the vulnerability will be exposed soon.浠庤繖涓剰涔変笂璁诧紝鍗庝负鏄笉鑳藉仠鐨勶紝杩欐槸瀹冪幇鍦ㄩ潰涓寸殑寰堝ぇ涓?釜椋庨櫓銆傗?褰墤閿嬫病鏈夊惔鏄ユ尝閭ｄ箞涔愯锛屸?姝ゅ锛岄噾铻嶅嵄鏈虹‘瀹炰娇瀹冨湪鍥介檯甯傚満涓婂彈鍒颁簡涓?簺褰卞搷锛岃〃鐜颁负鍒╂鼎鐜囨湁鎵?笅闄嶏紝甯傚満鏈夋墍钀庣缉锛岃繖寰堟湁鍙兘瀵艰嚧浼佷笟鐨勫閫熶笅闄嶃?浠庤繖涓搴﹁锛屽綋鍓嶉樁娈靛崕涓轰篃璁稿嵆灏嗛潰涓翠竴涓煕鐩剧殑绱Н鐐广?浠庝换姝ｉ潪鑷?008 骞村紑濮嬮檰缁彂琛ㄧ殑璁茶瘽涓紝鎴戣涓轰粬宸茬粡鏄璇嗗埌浜嗚繖浜涢棶棰橈紝浣嗗崕涓烘槸涓嶆槸鑳藉杩呴?璋冩暣杩囨潵锛岀洰鍓嶈繕鐪嬩笉娓呮銆傗?
銆??鎴愬姛鍙互澶嶅埗
銆??鈥滃崕涓烘湁寰堝鍋氭硶涓嶄竴瀹氳兘鎷垮埌妗岄潰涓婃潵銆備絾鏄畠鍙堟槸鏈夋晥鐨勶紝杩欏氨鏄换姝ｉ潪鐨勫疄鐢ㄤ富涔夈?鍥藉鐨勫ソ澶氫笢瑗跨粺缁熸嬁鏉ワ紝浠栧氨鏄ā浠裤?瀛︿範锛屽湪杩欎釜鍩虹涓?鍒涙柊銆傝繖绉嶆ā寮忓浜庝粬鍘昏拷璧跺拰瓒呰秺鍒汉鏄竴绉嶆渶濂界殑鏂瑰紡锛屼絾浣犺鎴愪负浜т笟棰嗚锛岃鎴愪负棰嗗厛绾э紝鏈夋椂鍊欏氨浼氭垚涓洪殰纰嶃?鈥濊皥鍙婂崕涓虹殑鈥滆窡闅忓瀷鎴樼暐鈥濇椂锛屽江鍓戦攱 鍒嗘瀽锛屸?鏈?潖鐨勬儏鍐垫槸锛屼綘绐佺劧鍙戠幇琚綘瀛︿範鐨勯偅涓汉绐佺劧涓?笅鎶婁綘鐢╁緱寰堣繙锛屼綘瀛︿笉鏉ヤ簡銆備絾瀹為檯涓婏紝闄ら潪鍑虹幇闈╁懡鎬х殑鎶?湳鍒涙柊锛屽叾浠栨儏鍐典笅鍗庝负涓嶅お鍙兘琚敥 寮??浣嗘槸鎴戞兂锛屽鏋滀粬鑳藉绱ц窡琛屼笟棰嗚鐨勮瘽锛屽熀鏈笂涓嶄細鍑虹幇杩欑鎯呭喌锛氭垜鐨勬妧鏈揣璺熶綘锛屾垜鐨勭鐞嗕篃绱ц窡浣狅紝浣犵爺绌剁殑鏃跺?鎴戜篃鍦ㄧ爺绌讹紝涓?笅琚埆浜虹敥鎺夊緢闅?鐨勩?鈥?br />
銆??闄や簡鎶?湳鐨勯潻鍛芥?鍗囩骇鎹唬锛屽江鍓戦攱璁や负锛屽彲鑳戒績浣垮崕涓衡?涓嶅緱涓嶉潻鍛解?鐨勫師鍥犳槸鍒╂鼎鐜囩殑涓嬮檷锛岃櫧鐒朵换姝ｉ潪宸茬粡鎻愬?鈥滄繁娣樻哗锛屾祬浣滃牥鈥濓紝浣嗕紒涓氱殑鐜?閲戞祦浠?箞鏃跺?浼氬彈鍒扮害鏉燂紝骞朵笉鍏锋湁瀹屽叏鐨勫彲棰勮鎬с?鈥滀粈涔堟牱鐨勫鍔涜兘澶熶績浣垮畠鎺ㄥ姩鑷韩鐨勯潻鍛?澶х殑鍗辨満锛岃储鍔￠棶棰橈紝涓嶆敼涓嶈锛岃繖鍙嚜鎴戦潻鍛姐?鍩轰簬浼佷笟鍗辨満 蹇呴』瑕佽嚜鎴戦潻鍛斤紝鎶婅窡涓嶄笂鎬濇兂鐨勪汉鏉ヤ竴杞柊鐨勭疆鎹?瑕佷箞鎹㈡?鎯筹紝瑕佷箞鎹汉銆傗?
銆??鈥滄垜瑙夊緱鍗庝负鏈変竴鐐瑰挨鍏跺?寰楄偗瀹氾細鑰愬緱浣忓瘋瀵烇紝缁忓緱璧疯鎯戯紝鍦ㄨ嚜宸辨搮闀跨殑棰嗗煙鍋氳嚜宸辨搮闀跨殑浜嬶紝瑕佷箞涓嶅仛锛岃鍋氬氨鍋氬埌鏈?ソ銆傘?鍩烘湰娉曘?鏈夎繖涓悊 蹇碉紝鍗庝负涔熸槸杩欎箞鍋氱殑銆傗?鍚存槬娉㈣锛屸?鎴戣涓猴紝鍗庝负鐨勬垚鍔熸槸鍙互澶嶅埗鐨勩?鍥犱负浠栫殑鎴愬姛鍏跺疄寰堢畝鍗曪細鏈夋ⅵ鎯筹紝骞惰兘涓撴敞鑰屾墽钁椼?瑕佸鍗庝负灏卞厛瀛﹁繖涓?鍒悶鎶?鏈猴紝鍒悶澶氬厓鍖栵紝鍒暣澶╂儲璁扮潃涓婂競銆傗?
銆??2001骞达紝浠绘闈炲湪鍐呭咖澶栧洶涔嬫椂鍘讳簡鏃ユ湰锛屽洖鍥藉悗鍙戣〃浜嗚憲鍚嶇殑銆婂寳鍥戒箣鏄ャ?锛屽叾涓彁閬擄細鈥滃鏋滃崕涓虹殑澧為暱閫熷害澶у箙鍑忔參锛屾棩鏈紒涓氱殑涓夌杩囧墿(鎸囬泧浣ｈ繃鍓┿?璁惧杩囧墿鍜屽?鍔¤繃鍓?閮戒細鍦ㄥ崕涓哄嚭鐜般?娌℃湁鍙婃棭鐨勮璇嗗拰鍏呭垎鐨勬?鎯冲噯澶囷紝灏变細闄蜂簬琚姩銆傗?
銆??鈥滈珮绉戞妧浼佷笟浠ュ線鐨勬垚鍔燂紝寰?線鏄け璐ヤ箣姣嶏紝鍦ㄨ繖鐬伅涓囧彉鐨勪俊鎭ぞ浼氾紝鍞湁鎯惰?鎵嶈兘鐢熷瓨銆傗?浠绘闈炲啓鍦ㄣ?鍖楀浗涔嬫槬銆嬬粨灏炬椂鐨勮繖鍙ヨ瘽锛屼篃璁告渶鑳藉弽鏄犱粬闈复鈥滄瀬闄愨?鏃剁殑蹇冩儏鍜屾劅鎮熴?
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