Thursday, July 29, 2010

BPR get to the root


BPR (business process reengineering) and ERP has become the same as killing, regardless of Mengliang and Jiao Zan brother. With the information technology boom, from media reports, the employees of the conversation, even among friends, chat between tea and wine, BPR appears more and more the word. In the information system before the earth-shaking experience such a change, seems to have become accustomed to a consensus and things.

As China, like many things and people, BPR has also been given more and more amazing colors, making such a common concept of management has to carry a lot of this does not belong to it for additional content.

What is the concept of BPR? The concept and the historical environment in China? Chinese companies on the park to the BPR which gives fresh breath? Process improvement is only a "reorganization" of a Road?

Europe and the United States abandoned the BPR, in the country by certain management consulting firm as a business, "save lives" panacea; the company holding the innocent gambler's mentality to take their business very serious life and death began gambling. Game between quack and gamblers, will once again prove that only a lose-lose end.

Definition of BPR

Business Process Reengineering BPR is the abbreviation. First used in the field of software maintenance from the computer in the process of reverse engineering (Reverse Engineering) concept, but the real definition of the formation of the authority of the time in 1990, Harvard University, Dr. Michael Hammer (Michael Hammer), Professor and CSC Index Chief Executive Officer James Champy (James Champy) in cooperation with the article "Reengineering Work: Don't Automate, But Obliterate" put forward the concept of BPR; and defined as follows: "BPR is a business process (Process) as the fundamental sex (Fundamental) thinking and thoroughness (Radical) reconstruction, the purpose of cost, quality, service and speed has made significant (Dramatic) were improved so that enterprises can adapt to maximize the customer (Customer), competition (Competition), change (Change) for the characteristics of the modern business environment. "

In 1993, Hammer and Champy published a "recycling enterprise: management revolution of the Declaration," a book, systematically expounded the idea BPR proposed reconstruction of the primary task is to BPR, only build BPR, can the company completely out of trouble. Thus, BPR as a new management ideas, like a big wave swept across the United States and other industrialized countries, and a great trend sweeping the world.

In addition, make an important contribution to BPR in addition to Hammer and Champy, there are Thomas H Davenport (Thomas Davenport). Basically, they now have three public recommendation to the founder of BPR.

Characteristics of BPR

According to the definition of BPR, from the input-output (I / O), and media considerations to the points summarized the important features of BPR:

First, investment properties, including the following two core points, which is fundamental (Fundamental) and thoroughness (Radical):

1. Fundamental: this feature is the core concern of BPR: 鈶?In practice, it requires companies not to put any small changes are "BPR" putting a big hat; 鈶?It shows that BPR is concerned that core or The key issue is deadly, that is the fate of life or death business relationship, in accordance with the type of business decision-making point that corresponds to the "competing model for the core values of" fundamental restructuring; 鈶?BPR's fundamental aim is also closely "enterprise business objectives "of any enterprise business objectives are included for maximum profits; 鈶?BPR's fundamental need for business, this means companies must understand their own operating conditions, management status, status of capital operation, corporate and cultural conditions, to find quasi-optimal conditions and the gap between the current situation, finding an optimal way to maximize profits to carry out BPR implementation.

2. Thoroughness: Here there is a qualitative issue, basically the BPR revolution belongs to the role of the enterprise, the means for enterprises to begin a deeper level Tracing the source of the established business process, system and management is not for superficial change or adjust the patch, but abandoned the previous processes, systems and management, and fully carry out blizzard of revolution, so there must not be attributed to BPR reform or improvement.

Secondly, output characteristics, that is the definition of BPR significance (Dramatic) features, according to Dr. Hamer's original definition, can come from the qualitative and quantitative classification:

1. From the qualitative level, it means that BPR is not the pursuit of business performance, management efficiency and small increase in capital operation, low-level upgrade, slightly improved or slightly improved, etc., but as a means to make BPR business performance, management efficiency, capital operations have significant growth, a great leap;

2. From the quantitative level is, BPR on the "significant" for the specific requirements are as follows: 70% of their production cycles, 40% cost reduction, customer satisfaction, product quality and total revenue increased 40% and so on.

Finally, BPR also includes media elements that BPR change the competitive environment faced by the modern factors, including customer (Customer), competition (Competition) and change (Change), referred to as 3C:

1. Customer (Customer): Marketing Theory to customer interests ahead of the central part of marketing activities that provide services to customers, creating customer value is the business of starting point and destination. BPR also need to satisfy customers maximize the value of full realization of transition from product-centric to customer-centered management thought up;

2. Competition (Competition): competition of modern enterprises are facing one of the living environment, and this feature becomes more brutal, more exciting, the endless variety of new management model; to respond to competitive market, companies should begin to look for a variety of approach, in somewhere, BPR really is a universal magic, are the restructuring of internal processes can respond to external competition, behind closed doors, "self-cultivation" can solve all the problems? In any case, to require the enterprises to face competition is already a big step forward BPR;

3. Change (Change): used to describe the ever-changing modern business environment changes facing no exaggeration, fleeting opportunity to business leaders or decision-making is a very difficult thing. To carry out fundamental and radical nature of BPR, is to meet the business environment for the survival response to this change and expects to achieve significant results.

In conclusion, BPR needs to meet fundamental, radical elements of the input features, as well as for the 3C's modern business environment, to achieve significant characteristics of the output elements, it can be called a true sense of the BPR.

With the Harvard Business School professor Michael Porter (Michael Porter) of the value chain model to express, BPR is an enterprise business processes described as a value chain (Value Chain), competition is not in business to business, but occurs their value chain in the enterprise between. Only on all aspects of the value chain (business process) to implement effective management of the enterprise, be possible to obtain real market competition.

BPR background

BPR generation, and not just because of the two professors in an article or a book born out of simple, hidden behind BPR is the profound technological, economic, and change management background.

1.1970 late of changes in customer demand pull of

Capitalism since the 70s of the 20th century, the global economic environment has undergone tremendous changes, current situation of supply exceeding demand led to a seller's buyer's market. Buyer's market was a more significant feature is the buyer's demand for diversity and variability; buyer's market, enables companies to change the concept of change: 鈶?thinking in customer service, first proposed a "service oriented" slogan, then that " customer satisfaction "concept. U.S. companies have changed thinking of all the market to customers as the core, is gradually regain advantage; 鈶?for the supply of products, many companies reflects the human side of market segmentation, target market segment for product R & D users to express the voice of the customer is God; 鈶?concepts change, product change is inseparable from changes in internal management needs to have strict internal management infrastructure, necessary to change the enterprise to meet the changes in the enterprise market and product ideas of innovation, otherwise, there is no suitable management system and careful management processes, all just empty talk.

2.1980's economic slump prompted reflection groups

Into the 80's, represented the United States economy into a capitalist countries slow growth and inflation, the embarrassing predicament, got in the costs, benefits reduce the situation, the competitiveness of products in comparison with the Asia-Pacific countries into a downward spiral. U.S. companies are eager to change this situation, out of the woods. In order to quickly change this situation, first of all wants the state to use fiscal and monetary policy to rescue the crisis, followed by the company to reflect upon. Developed rapidly after World War II the Japanese compared to U.S. companies to promote the technology, ignoring the core of customers, it is difficult to adapt to the changing market environment. Japan, by contrast, research for the production of services for the market. So to the 80's, Japan's competitiveness has been greatly strengthened, and in the machinery, steel, automobile, chemical industry, American traditional strengths show a clear comparative advantage. Reflection of the result is the structure itself must carry out a major operation.

3.1970 ~ in the 1990s, emerging new management tools and management methods for the BPR laid out the basic conditions for vacant

The emergence of BPR has a deep management tools and management methods based on: first, the 70's to 90's to manage the academic ideas and new ideas found in the most active period, such as TQM (Total Quality Management), JIT (JIT), PM (project management), ABC (Activity Based Cost Analysis), Work Flow (workflow management), WorkTeam (team management), and a series of benchmarking management theory and practice, the economic sector in Europe and the United States to achieve full swing and achieved some success ; Second, organizational theory of innovation, from 70 to 90 years between Europe and the United States business community, academia, flat organizational structure on innovation, and process-oriented research organization has made great progress in the professional division of labor within the enterprise thinning, multi-tiered system of organizations launched a fierce criticism of the organization of such enterprises as "rigid, bureaucratic," and sounded a fanfare of trumpets the revolution.

Summing up the above three points should be said that the BPR in 1990 came into being precisely to meet the business needs of this idea and, BPR two input features - fundamental and characteristic thoroughness and output - a significant, fully met U.S. and European companies eager to get out economic depression, to seek continued growth and new business rules to adapt to the psychological needs, and also satisfy the academic management thought in confusion to seek urgent mental innovation.

The concept of BPR was born in 1990, just three years, peaked in 1993, almost a big wave in the United States, has been called "restore American competitiveness in the only way", but also spread to Japan, Germany and other industrialized countries. Hammer was also the U.S. "Business Week" as the most influential 90's "big four management guru" one.

But no doubt, in a sense, the beginning of the 20th century European and American 90, BPR brings the business community, more of an expectation, not a hope, remain in the academic point of view have yet to practice verification.

BPR's sob

Objectively speaking, from the beginning, BPR thinking on its advanced and thorough revolution, has attracted the attention of many businesses, become the focus of attention in Europe and America and the world. Data show that about 70% to 75% of European companies are planning to implement BPR, there are also achieved through BPR certain results. For example, Ford Motor Company, AT & T, IBM, Italy, BAT, Germany, Siemens Nixdorf Service and so on, in addition, there are many companies in Asia have accepted this idea, many of them as the Thai Farmers Bank of Thailand and China, Taiwan, Wing Tai Mechanical & Electrical Industries such successful examples. But we also have to face such a tragic fact behind the success of a large number of cases of failure and negligible economic benefits. The following is from 1993 to 1995, several groups of authority between the survey data as well as BPR founder of Action:

1.1993, the McKinsey consulting firm of 20 BPR projects result of the survey, 60% of the enterprises in the cost-effectiveness (including cost reduction) is less than 5%, 30% of the company for more than 18% cost savings , only 10% of companies that promised to achieve the effect of BPR.

2.1994 years, CSC Index Inc. (BPR founder Ciampi as the company's CEO) made a survey of 100 BPR projects, the result is: 67% of the enterprises that had little effect or failure, only 33% of the enterprises that BPR achieved good results.

3.1995 years, BPR founder of Hamer himself admitted: 70% of the BPR project not only failed to achieve the desired results, but to make matters worse. Hamer in "The Wall Street Journal" in an interview admitted his mistake. Ciampi Across the Board magazine in an article in Mean apologized. Lucy has been poorly photographed another founder of Davenport was the first issue of Fast Company magazine has written a cover story with repentance means. According to the U.S. article, literal translation, the three leading authority on their own in the BPR BPR reached a consensus: "revolutionary change in overheating, the 'people' factor missing out."

4.1996, the Deloitte Consulting survey of 400 BPR projects and found very similar to the previous results.

5.2001, the British investigative bodies FCD 600 BPR projects on the global survey carried out, the result is: 78% of enterprise project and expected results achieved far away, where even 45% of the enterprises to obtain the item and negative effects; only 22% of the business a success. Another interesting phenomenon is able to achieve success of the project are those enterprises, the success of its implementation largely in the time period 1990 to 1995, while after 1995 the failure rate of business projects account for most of the abortion ratio. So, in 1995 became a watershed in BPR success or failure.

6.1993 in the next few years, as a result of BPR hardship or even bankruptcy of companies followed the example, BPR failure rate of up to 70%. Oxford University School of Management Information Management Research Center, Professor Taylor, former director of the University of Manchester Institute of Technology, Professor Wheeler's view of the more representative. They think, BPR's core philosophy - "fundamental" and "thoroughness" - is actually built upon the premise that the reorganization of the business process is like dismantling the machine normally. BPR can be seen from this point of management thinking is reflected in a very rational (Rationality), while the fact that not all of the business processes are so idealistic, many enterprises can not afford, "Phoenix Nirvana" type of change.

Reflections on BPR

1. BPR is not a mature management ideas

First, the depth of immature thinking: from the nature of the terms, BPR are innovative ideas, and improve the thinking is completely different. From birth to now, BPR is also confined to the primary ideological level, only in guiding the business community, academia to follow, it was far from theoretical studies to become a mature depth of the internal mechanism and the nature of the BPR-depth understanding of the law is far from complete. BPR is merely a thought, not mature thinking, more than mature theory. So far, BPR BPR founder still cling to the implication of the "fundamental" and "thoroughness." As a representative of new ideas, BPR needs further tests, as the only way to BPR management revolution, these two features have been formed by BPR can not overcome its own shortcomings.

Second, practical ideas immature: BPR can be called a theory advanced the idea, but not as practical an idea, this immaturity is not proven from the practical immature. Types of survey data from the front can be seen, BPR failure ratio is 70%. The way some companies to invest in BPR efforts too much, but received only a small or even negligible benefits, even worse, some companies to bring their own devastating blow.

銆??鏈?悗锛孊PR宸ュ叿鐨勪笉鎴愮啛鎬э細寮?睍BPR鏄渶瑕佸緢澶氬疄鏂界瓥鐣ャ?瀹炴柦鏂规硶銆佹祦绋嬪垎鏋愭ā鍨嬨?瑙勮寖鍖栫▼搴忋?鏋勯?BPR缁勭粐浣撶郴涓庣鐞嗙粨鏋勩?娴佺▼鍒嗘瀽宸ュ叿绛夈?鍙槸鍒扮洰鍓嶄负姝紝瀵笲PR鐨勭爺绌惰繕娌℃湁寤虹珛姣旇緝瑙勮寖鎴愮啛鐨勫疄鏂芥柟娉曪紝瀵笲PR宸ュ叿鐨勭爺绌惰繕浠呬粎灞?檺鍦↖DEF浠ュ強ARIS绛夊眻鎸囧彲鏁扮殑鍑犱釜锛屽垎鏋愬伐鍏蜂篃鏄病鏈夎揪鍒板畬鍏ㄦ垚鐔熺殑鍦版锛屾暟閲忎篃鏄湁闄愩?鎵?湁鐨勮繖浜涳紝閮藉湪闃荤BPR杩堝悜鎴愮啛鐨勮繘绋嬨?

2. BPR鍦ㄦ敼杩涗腑鎵洸

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銆??璇碆PR鍦ㄦ敼杩涗腑鎵洸锛岀湅浼兼棤鎯咃紝瀹為檯鏈夌悊鏈夋嵁銆?br />
銆??1990骞村埌1995骞存槸BPR鍦ㄦ缇庢渶涓洪紟鐩涚殑鏃舵湡銆?0骞翠唬鏈湡锛岀粡娴庣殑鎸佺画绋冲畾瀵艰嚧BPR鎴愪负缇庡浗浼佷笟鐜囧厛閬楀純鐨勫璞★紝鍙﹀锛屾儕浜虹殑闆囧憳瑙i泧浜烘暟鐩存帴瀵艰嚧浜咮PR杩涗竴姝ョ殑澶卞娍銆?br />
銆??杩欐槸缁撴灉锛屼絾涓嶆槸鍘熷洜銆傜敤鍙嬭蒋浠惰偂浠芥湁闄愬叕鍙哥殑钂嬭渶闈╁崥澹涓猴紝BPR鏈韩鎬濇兂鐨勪笉鎴愮啛锛屼互鍙婅拷椋庢氮娼殑鎺ㄦ尝鍔╂緶瀵艰嚧浜嗗浗鍐呭鍘傚晢瀵笲PR鐨勮瘎澶磋瓒充互鍙娾?鐧捐姳榻愭斁鈥濄?鏈??寰楁?鑰冪殑鏄BPR鍘熷鎬濇兂缂轰箯鐏垫椿鎬х殑鐓ф惉鐓ф妱鎴栬?鐪嬩技鍚堟儏鍚堢悊鐨勨?娣绘补鍔犻唻鈥濓紝鐩存帴瀵艰嚧BPR杩濊儗浜嗘渶鍒濈殑杞ㄩ亾銆傚鏋滆BPR涔熻鍙互鍦ㄥけ璐ヤ腑鍓嶈繘鐨勮瘽锛岄偅涔堣繖绉嶆壄鏇插彧浼氳BPR姝绘棤钁韩涔嬪湴銆?br />
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3.瀛ゆ敞涓?幏鐨勮祵寰掑績鎬?br />
銆??浼佷笟缁忚惀澶勪簬鍗辨満闃舵锛孊PR寮?鎴愪负浼楀浼佷笟鑰佹澘鏈?悗鐨勬晳鍛界ɑ鑽夛紝瀵笲PR鎬濇兂鐨勬祬钖勭悊瑙g洿鎺ュ鑷翠紬澶氫紒涓氭妸BPR瀛ゆ敞涓?幏鍦颁綔涓轰紒涓氭渶鍚庣殑浜ゆ槗锛岃繖绉嶈祵妫嶅績鎬佺洿鎺ュ鑷翠簡浼佷笟鍙細鎴愪负闆笂鍔犻湝鐨勭壓鐗插搧锛岀畝鍗曠殑鎬濈淮蹇冩?浠ュ強鍚庡効绔ユ椂浠g殑鎬濊?鏂瑰紡锛屽啣鍐ヤ箣涓鎵剧殑鍏堣繘銆佹牴鏈?褰诲簳浠ュ強鏄捐憲绛夐潻鍛芥?鐨凚PR锛岃浼佷笟鍦ㄤ韩鍙楃墖鍒荤殑楹婚唹蹇箰涔嬪悗锛屾竻閱掍箣鏃朵篃鏄紒涓氬け鍘荤敓鍛界殑鏃跺埢锛欱PR鎵?鑷寸殑涓氬姟閲嶆柊璁捐銆佸己鍒舵?鐨勭粍缁囩粨鏋勮皟鏁撮噸缁勶紝鍞暟瀛楀寲鐨勬垚鏈帶鍒讹紝缂轰箯浜烘?鍖栫殑瑁佸憳锛堝垱濮嬩汉閬撴瓑鍥犵礌涔嬩竴锛夛紝鎵?湁鐨勮繖浜涘湪鏀瑰彉骞惰儗绂讳紒涓氬師鏈夌殑鏂囧寲銆?br />
銆??瀹炴柦BPR鐨勪竴涓瀬鍏跺啝鍐曞爞鐨囩殑鐞嗙敱鏄細娌℃湁姘歌繙瀛樺湪鐨勭湡鐞嗭紝涓?垏閮介渶瑕佸彉闈┿?娌℃湁浜轰細鍚﹁杩欎釜鐞嗚鐨勬纭紝鍥犱负瀹冩湰鏉ュ氨涓嶆槸涓撻棬鏈嶅姟浜嶣PR鐨勮В閲婏紝鍙槸闅鹃亾鑳藉蹇界暐杩欐牱涓?瑙i噴鍚楋紵濡傛灉浠呬粎涓轰簡鍙橀潻鑰屽彉闈╋紝閭d箞瀹佽偗涓嶅彉闈╋紝鎴栬?鎹㈣繖鏍蜂竴绉嶈娉曪細鈥滀笉鍙橀潻鐨勪紒涓氭垚鍔熺殑姒傜巼浼氬緢灏忥紝浣嗘槸閿欒鍙橀潻鐨勪紒涓氭垚鍔熺殑姒傜巼浼氭洿鍔犲皬銆傗?

銆??瀹㈡埛闇?眰鐨勫彉鍖栭?搴﹀彲浠ヨ鏄彉骞昏帿娴嬶紝澶氭牱鍖栥?涓?鍖栫殑闇?眰閮藉湪瑕佹眰浼佷笟鐨勫簲鍙樿兘鍔涜繘涓?鍔犲己銆傚彲鏄紝闅鹃亾瑕佹妸杩囧幓鎵?湁鐨勪竴鍒囦笟鍔℃祦绋嬪拰鑱岃兘绠$悊閮芥墧杩涘巻鍙茬殑鍨冨溇鍫嗗悧锛熺敤绠?崟鐨勨?鏍规湰鎬х殑鍐嶆?鑰冨拰褰诲簳鎬х殑鍐嶈璁★紝杩涜?鏄捐憲鎻愰珮浼佷笟鏁堢巼鈥濇潵瑙i噴鍙橀潻鐨勫師鍥犳垨鑰呰鍙橀潻鐨勫墠鏅湭鍏嶇壍寮洪檮浼氾紝鍥犱负BPR鏈潵灏辨槸涓嶆垚鐔熺殑瀛╁瓙锛岀敤瀛╁瓙鏉ユ敮鎾戜竴涓繏涓村嵄澧冪殑瀹跺鏄偅涔堢殑涓嶇幇瀹烇紝涔熸槸閭d箞鐨勮浜哄績瀵掞紒

銆??褰撹祵寰掓妸鏈鑷繁娣辨?鐔熻檻鐨勯棶棰樹笉璐熻矗浠诲湴浜ょ粰涓?釜骞肩鐨勫瀛愭椂锛屼粬鏈川涓婂凡缁忔斁寮冧簡鑷繁鐨勬潈鍒╋紝閭d箞绛夊緟浠栫殑鍙兘鏄け璐ャ?







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Saturday, July 24, 2010

"Red Alert 3" Allies Battle of the task Raiders



First off, Britten Beach: Managing the Red Devils

Brighton Beach: Ride of the Red Menance

Task Background: Soviet armored units like gangbusters, capturing the Western Europe and want to win the United Kingdom, the United Kingdom in order to prevent the fall, our primary task is to destroy the Soviet vanguard landing.

Main objectives:

1, elimination of the Soviet Britten on the beach

2, destroy the Soviet reinforcements arrived

3, defeat the Soviet Navy

Secondary objectives:

1, the infantry stationed in the four civil building

2, occupying the hospital

3, repair of coastal artillery

4, 5 Javelin missile training soldiers

5, production of five multi-purpose vehicle

Mission began, I Fangbu Bing and the western end of war dogs appear on the map, so the infantry gradually advanced to the Soviet use of shields around the infantry, full shotgun firepower, wipe out all after the Soviet Army, produced a number of infantry in barracks, troops into The four civil side of the beach, the elimination of the Soviet airborne to the beach, then occupied with the engineers and artillery along the southernmost four hospitals, the Soviet Navy will launch several wave attack, including infantry, stingray missile boats, etc. we can be soldiers with Javelin missile defense, came to the offensive until the Dreadnought, we will automatically send bombers to come to the bombing of the century, before the arrival of the Soviet airship, rapid production of five or more multi-purpose vehicle, into the Javelin missile troops will enhance air defense capability, greater flexibility, all the airship shot down a smooth clearance.

2008/11/1 23:25

Second off, Cannes: shark and bait

Cannes: The Shark and the Lure

Task Background: The failure of the Soviet offensive Britain back to France, we organized a task force infiltrated the naval base, after the success can be expelled from France.

Main objectives:

1, to spy into the port construction

2, rescue Allied leaders

3, so Tanya access to the port administration building

4-class missile destroyers sunk the Soviet Union without fear

5, the destruction of the Soviet base

After the start, we have a small base in the west, so that spies disguised as the Soviet Union infantry to the west of the island after the tour the West entrance, into the plant quickly shut off the power, Tanya clearance to come ashore, killed along the infantry, blow up the storm tower, all the way in-depth island, cleared the island of enemy soldiers and facilities, and then let the spies into the two target buildings. Then generally able to eliminate the leaders of allies outside the Soviet Union where the building, completed the second task. Between the two islands in the Strait of things between, there are two bears fighting patrol back and forth, with Tanya to kill him, the spies ashore into the plant, Tanya, after some killings on the island, accounting for two to spy target architecture, then Tanya into the administration building, to blow up Soviet shipyards and ship. Then Soviet siege dreadnoughts will begin the middle of the port, we produce a number of vehicles in the base flood in an amphibious hovercraft (riptide ACV), the along the sea near to Dreadnought, with a torpedo to sink. Then produce large amounts of guardian tanks, so that engineers into the multi-purpose vehicle, with the hovercraft attack army base in the east wing of the Soviet Union, where terror robot into the tank, then use the multi-purpose vehicle maintenance, Also note that when the plant is destroyed will have a huge explosion, it may damage the surrounding tanks. After the destruction of this base in mission success.

1:37 2008/11/2

Third off, Heidelberg: glorious liberation

Heidelberg: The Famous Liberation

Task Background: The Soviet defeat in France back to Germany, Heidelberg, Tanya busy trial prisoners could not escape, so we could not leave the attack here.

Main objectives:

1 escort vehicle base

2, the destruction of the Iron Curtain Device

3, the destruction of four nuclear power plants

4, to destroy Su Junji

5, the destruction of the Soviet command

Secondary objectives:

1, to help Tanya

Our four hydrofoil (hydrofoil) escort vehicles along the forward base, destroying several aircraft Su Junwu central straight-wing craft to force storm water tower for the time being invalid, then let the allies destroyed the storm tower (click menu in the upper left corner allies attack key), a smooth landing after the base car, our production bases in the south of guardian of tanks, hovercraft and maintenance of vehicles, elimination of a small number of infantry after the capture of the Soviet nuclear power plant, then sending troops along the bridge across the river, destroying the edge of the Soviet Tanya small base in the eastern high ground of the Su Junji to deploy a large number of storm tower, to produce defenders fighter (vindicator) goal of building towers and air magnetic storms, and to ally with the action to destroy this base, the Soviets would send a few Apocalypse Tanks offensive side, with defenders is the half-way wreck. High ground outside the Soviet Army headquarters has four air defense towers, guarded by the two junctions are revelation, a direct attack with tank casualties will be very large, so the first bombarded with the defenders, weakening the garrison there, and then ground attack income, if a sufficient number of aircraft would also be directly targeted buildings, destroyed the headquarters of The campaign ended in the side.

3:08 2008/11/2

Fourth off, Gibraltar: a common enemy

Gibraltar: Enemy of Our Enemy

Task Background: The Soviet Union and the United States through the melee of the machines in Western Europe, Japan sent troops to Europe, the Soviet Union decided to temporarily cease-fire the two sides together against the Japanese.

Main objectives:

1, the destruction of the Japanese hangar

2 jailed for assault to rescue destroyer

3, to destroy the Japanese base

Secondary objectives:

1, the eradication of King Oni robots (king oni)

2, in the southwest of the island to establish forward bases

Tanya and Natasha start to appear when the map south of the highway exit, so be careful approach to the front Tanya, Natasha infantry attack, and calls to destroy tanks and attack aircraft construction, and the mountains there is a King of Ghosts patrol robot, only be an attack aircraft will be able to destroy it. North of the airport, the aircraft full of fuel, just explode it will cause a chain explosion, after all the bombing of our bases in the south, north of the construction of the base number of defensive structure in response to the Japanese ground offensive, use the defenders warplanes bombed a remote port on the west side of several defensive structure, can be successful while several destroyers and amphibious assault, the Japanese will soon be sent from the north and south sides of our fleet attacked the south by the Allies against the Japanese, we Available frozen helicopter (cryocopter) deal with the Japanese destroyer ships, and then let the destroyer landing southwest of the island, where elimination of the two King of Ghosts and the Japanese robot base, and expand tub, establishing forward bases and mines, and finally with a few car repair cars with the Soviet attack on Japanese bases in the north, destroying the target building a smooth clearance.

2008/11/2 16:10

Fifth off, the North Sea: a bottomless fortress

North Sea: The Unfathomable Fortress

Task Background: Following the success of joint operations, after the last Soviet Union, The campaign also will send a joint fleet to win the Japanese sea fortress in the North Atlantic.

Main objectives:

1, we salvage the sunken ship from the Japanese sea castle on the importance of access to information, to ensure that it is not sinking.

2, destroy the first ship radar ship.

3, the destruction of the second ship radar ship

4, the sea fortress occupying power center.

Secondary objectives:

1, the destruction of power plants

2, the occupation power plant

Outset of the mission we have four dolphins and four air defense ship, the Japanese fleet will come to attack from the north and east, after killing them with Soviet spies and Natasha will be sent, so that spies disguised as after the Japanese infantry into the plant, call Natasha will in turn destroy aircraft plants, and destroy the ship stopped at the port's radar. After the success of Tanya and the Soviet Army Corps of Engineers rushed to another island, so Tanya and killed the soldiers around the power plant, select plants click execution, engineers will automatically capture power plant, the island's Fang Yuta will be followed by a power failure Tanya finally blow up the radar ship. After we establish a base in the southwest area, the first Japanese troops to destroy the mines in the southeast, southeast of the island in the establishment of forward bases, occupied the two drilling platforms there, then the aircraft carrier, ship and air assault ship, the use of frozen ice attack helicopter came to the Japanese ships to live, you can also use the aircraft carrier to the other ship missiles for the time being invalid, then attack to destroy ships. The two wings of the Japanese fortress at sea, two shipyards were built, first with the allies destroyed the two shipyards, aircraft facilities, removal of coastal defense, patrolling the King Oni robots and military construction, followed by assault landing ship, cleaning the battlefield, shipped After the occupation of the power core of the two engineers, mission success.

Sixth off, Mount Rushmore: Monument Crazy

Mount Rushmore: A Monument to Madness

Task Background: Although the US-Soviet cooperation in the two actions are good, but the extreme anti-Communist U.S. President Ackerman (ackerman) but does not trust the Soviet Union, he pointed at a satellite in Moscow, and ready to use to deploy in the Mount Rushmore super-weapons attack the Soviet Union, we must stop the madness of his actions.

Main objectives:

1, the destruction of communication towers

2, the fire destroyed the base of Mount Rushmore

3, remove the U.S. President

Secondary objectives:

1, the destruction of power plants

2, occupied the barracks

3, the occupation Jefferson Head Control Center

4, occupying the Lincoln picture control center

5, the occupation picture control center in Washington

銆??浠诲姟寮?鍚庯紝璋泤甯﹂闂磋皪鍜屽伐绋嬪笀璧跺埌瑗块潰鍏佃惀杈癸紝鍏堝嚮姣欏鍥寸殑鍑犳潯鐙楋紝鐒跺悗閫変腑鐢靛巶锛屾寜鎵ц锛岄棿璋嶄細鍖栬鎴愮洘鍐涙鍏电殑妯℃牱杩涘叆鐢靛巶锛屽啀鐢ㄨ碍闆呭嚮姣欓噷闈㈢殑姝ュ叺锛岀偢鎺夐槻寰″锛岀敤宸ョ▼甯堝崰棰嗗叺钀ワ紝鎺ョ潃鏉ュ埌涓滈潰閫氳濉旇竟锛屾潃鎺夋鍏碉紝鐐告帀鍧﹀厠銆侀槻寰″缓绛戝拰閫氳濉旓紝鍦板浘鎷撳睍寮?悗锛屾垜鏂瑰湪瑗垮崡瑙掍笂寤虹珛鍩哄湴锛岀洘鍙嬭繘鏀讳綅浜庡寳闈㈢殑鎬荤粺鍩哄湴鏃讹紝鏉版枑閫娿?鏋楄偗鍜屽崕鐩涢】澶村儚鐨勭溂涓皢浼氬彂灏勮繙绋嬮暛灏勬縺鍏夛紝鍑绘瘉杩涙敾鐨勫潶鍏嬶紝鎴戞柟椤诲缓绔嬫満鍦猴紝鐢熶骇涓?灦涓栫邯杞扮偢鏈猴紝鏀惧叆宸ョ▼甯堬紝鐒跺悗閬垮紑闃茬┖璁炬柦锛岄鍒颁綅浜庡湴鍥句笢鍗椼?涓滃寳銆佽タ鍖椾笁涓涓婄殑澶村儚鎺у埗涓績涓婃柟锛岃宸ョ▼甯堣烦浼烇紝鍗犻杩欎笁涓帶鍒朵腑蹇冿紝鎺ョ潃鐢熶骇12鏋朵笘绾桨鐐告満鍜?鏋堕樋娉㈢綏绌轰紭鎴樻満锛屽厛鐢ㄨ桨鐐告満鐐告瘉浣嶄簬鎬荤粺鍩哄湴涓ぎ鐨勭伀鍔涘熀鍦帮紝涔嬪悗鍩哄湴娲惧嚭鍦伴潰閮ㄩ槦鐚涙敾鎴戞柟锛屽彲閫犲够褰卞潶鍏嬫姷鎸★紝鎬荤粺椹鹃┒鏋楄偗杞胯溅鏉ュ埌鍗楅潰宄¤胺涓惌涔樼洿鍗囨満锛岀瓑鍒拌捣椋炰互鍚庯紝鎴戞柟鐢ㄩ樋娉㈢綏灏嗗叾鍑昏惤锛屼换鍔″畬鎴愩?

銆??19:05 2008/11/2

銆??绗竷鍏炽?涓滀含婀撅細鏈?悗鏃ヨ惤

銆??Tokyo Harbor: Forever Sets the Sun

銆??浠诲姟鑳屾櫙锛氶櫎鎺変抚蹇冪梾鐙傜殑鎬荤粺涔嬪悗锛屾垜鏂瑰拰鑻忚仈鑱斿悎杩涙敾鏃ユ湰锛屾棩鍐涢鑴戞鍑嗗鑱氶泦鍦ㄤ笢浜彫寮?細璁紝杩欐槸鎴戞柟灏嗗叾涓?綉鎵撳敖鐨勬渶濂芥椂鏈恒?

Main objectives:

銆??1銆佸畧浣忛樀鍦帮紝绛夊緟鑻忓啗澧炴彺

銆??2銆佸皢鍩哄湴杞﹁繍鍒板宀?br />
銆??3銆佹秷鐏棩鍐?br />
銆??4銆佹懅姣佺帇鍌ㄧ殑鑸伴槦

Secondary objectives:

銆??1銆佹懅姣佹棩鏈嫤鎴嫃鍐涚殑鑸伴槦

銆??鎴戞柟鍜岀洘鍙嬪湪瑗块潰鐨勫矝涓婂缓绔嬩簡鍩哄湴锛屾棩鍐涘湪涓滈儴娴峰煙閮ㄧ讲浜嗛槻寰″缓绛戝強鑸瑰巶锛屼互鎷︽埅鍙兘鍒版潵鐨勮嫃鍐涜埌闃燂紝骞跺彂鍏靛湪宀涘笨娌垮哺寤虹珛鍏佃惀鍙婇噸宸ワ紝鐚涙敾鎴戞柟鍩哄湴锛岀敓浜у够褰卞潶鍏嬪拰澶氬姛鑳借溅鐡﹁В鍏舵敾鍔垮悗锛屾懅姣佹棩鍐涙部宀哥殑寤虹瓚锛岃緟鍔╃洘鍙嬭繘琛岄槻瀹堬紝浠ュ厤澶遍櫡锛屽浜庡皠绋嬭緝杩滅殑灏嗗啗鎴樿埌(shogun battleship)锛屽彲鍒╃敤绌哄啗鎽ф瘉锛岀敱浜庤祫閲戝強鏃堕棿鐨勭煭缂猴紝鏃ュ啗鏀诲娍鍑屽帀锛屾垜鏂规棤娉曞強鏃跺彂灞曟捣鍐涳紝鎽ф瘉娴烽潰涓婄殑鏃ユ湰鎷︽埅鑸伴槦锛屽洜姝よ嫃鑱旇埌闃熸病鏈夊強鏃舵姷杈俱?鍦ㄦ棩鏈彂灏勭伒鑳芥鍣?psionic decimator)鍚庯紝鎴戞柟鍦ㄥ矝涓婄殑鍩哄湴鍑犱箮琚瘉锛屽彧鑳藉皢涓诲熀鍦板彉鎴愬熀鍦拌溅锛屽埄鐢ㄨ秴鏃剁┖杞崲浠皢瀹冮?鍒板宀哥殑鎸囧畾浣嶇疆閲嶆柊鍙戝睍锛屽湪鍩哄湴澶栧洿绔栬捣鍏夋1濉旓紝鐢熶骇涓?壒骞诲奖鍧﹀厠銆佸鍔熻兘杞﹀拰闆呭吀濞滃姞鍐滅偖(athena cannon)浠ュ悗锛屾敾涓嬩腑閮ㄥ崐宀涗笂鐨勬棩鍐涘熀鍦帮紝鍦ㄩ偅閲屽缓绔嬪墠杩涘熀鍦帮紝寮?釜鍒嗙熆锛岀劧鍚庝娇鐢ㄤ笘绾桨鐐告満鎴栨墳鍗?鎴樻満瀹氱偣杞扮偢浣嶄簬涓滃崡瑙掑拰瑗垮寳瑙掍笂鐨勬棩鍐涘熀鍦帮紝鎽ф瘉鎸囧畾鐩爣銆傝嚦浜庤タ闈㈡捣鍩熺殑鏃ュ啗鑸伴槦鍜屽矝涓婄洰鏍囷紝鍙渶浜ょ粰鐩熷弸澶勭悊銆傚湪姝ゅ焦涓紝鏃ュ啗鍦ㄨタ鍖楄鐨勫熀鍦伴槻瀹堣緝涓轰弗瀵嗭紝濡傛灉浣跨敤闄嗗啗杩涙敾锛屽彲鑳介伃鍒拌嚜鏉?紡椋炴満鍜岀┖鎶曠偢寮圭殑琚嚮锛岄槻涓嶈儨闃诧紝鍔犱箣鏃ュ啗鐐鍜屽0娉㈢偖鐨勫皠绋嬮兘寰堣繙锛岄鐜嬫満鍣ㄤ汉涔熷緢澶氾紝浼や骸鍔垮繀鎯ㄩ噸锛屽洜姝や娇鐢ㄧ┖鍐涘揩杩涘揩鍑烘墠鏄渶濂界殑閫夋嫨銆?br />
銆??23:29 2008/11/2

銆??绗叓鍏炽?鍝堢摝閭o細澶ф崟鐔婂

銆??Havana: The Great Bear Trap

Task Background:

銆??涓滀含婀句箣褰瑰彇寰楄儨鍒╀箣鍚庯紝鑻忚仈鐨勫崥澹辰浼︽柉鍩哄崥澹彌鍙樹簡鑻忚仈锛岃鍑轰簡鍥炲埌杩囧幓鏀瑰彉鍘嗗彶鐨勫疄鎯咃紝骞跺憡鐭ョ洘鍐涙煡涓圭鎬荤悊婊″槾璋庤█锛屾棤鎰忎簬鑱旂編鎶楁棩锛岀洰鍓嶅凡鍦ㄥ彜宸村缓绔嬫捣鍐涳紝姝e噯澶囦己鏈鸿繘鏀荤洘鍐涖?

Main objectives:

銆??1銆佽皟鏌ュ搱鐡﹂偅鑻忓啗鐨勬椿鍔?br />
銆??2銆佹壘鍒拌嫃鍐涘熀鍦?br />
銆??3銆佹懅姣佹墍鍐涘熀鍦?br />
銆??4銆佹懅姣佸熀娲涘か鍙戝皠鍦?br />
銆??5銆佷笉瑕佽鍩烘礇澶寮?搱鐡﹂偅

Secondary objectives:

銆??1銆佺敤闂磋皪鏀朵拱鍗佷釜鑻忚仈澹叺

銆??鎴戞柟鏈変袱鍚嶉棿璋嶅拰涓ゆ潯鐙楄窡闅忎吉瑁呮垚澶╁惎鐨勫够褰卞潶鍏嬩笂浜嗗哺锛岄棿璋嶅寲瑁呮垚鑻忓啗鍚庡埄鐢ㄦ妧鑳芥敹涔颁粬浠紝甯︾潃杩欎簺閮ㄩ槦鍖椾笂鎵惧埌鑻忚仈灏忓瀷鍩哄湴锛屾懅姣佷箣鍚庤嫃鍐涗粠浣撹偛鍦轰腑鍗囪捣鍩烘礇澶紝姝肩伃浜嗗仠鐣欏湪鍩哄湴鏃侀棿璋嶆敹涔扮殑閮ㄩ槦锛屾垜鏂逛細杩愭潵鍩哄湴杞︼紝鍦ㄥ矝灞垮崡闈㈠缓绔嬪熀鍦帮紝浣跨敤鎵炲崼鑰呮垬鏈哄畾鐐规竻闄や笢鍗楄鍗婂矝涓婄殑闃茬┖璁炬柦锛岀劧鍚庢懅姣佷笢鍗楄涓婂彂灏勫熀娲涘か鐨勪綋鑲插満锛岀敓浜ц嫢骞茶締骞诲奖鍧﹀厠鎶垫尅鑻忓啗浠庡寳闈㈡潵鐨勫啗闃燂紝娴峰哺杈瑰贰寮嬭?杩囩殑鏃犵晱鑸板彲鐢ㄧ┖鍐涘浠樸?鑻忓啗姣忛殧涓?鏃堕棿灏变粠鍖楅潰鐨勫嚑涓綋鑲插満涓崌璧峰熀娲涘か锛屽線鍖楄?鍘荤殑椋炶墖鍙鐩熷弸娲惧叺鍑昏惤锛屽線鍗楄?鏉ョ殑椋炶墖鎴戞柟鍙敤闃挎尝缃楀嚮钀斤紝鑻忓啗鐨勫湴闈㈤儴闃熷彲鐢ㄦ妧鑳戒腑鐨勮秴鏃剁┖鐐稿脊鐐告瘉锛屼笌姝ゅ悓鏃讹紝鎴戞柟搴旈泦涓湴闈㈤儴闃熷悜鍖楃寷鏀伙紝姝ゅ焦涓嫃鍐涢樀鍦板ぇ澶氬彧鏈夋満鏋紝灏戞暟鍑犱釜纾佹毚濉斿缓鍦ㄤ笢鍖楅潰鐨勬捣娓锛屽洜姝ゅ湴闈㈣繘鏀诲崄鍒嗛『鍒╋紝鍙渶鎽ф瘉灏戞暟澶╁惎鍧﹀厠渚垮彲鎵撲笅鎵?湁浣撹偛鍦恒?

銆??0:57 2008/11/3

銆??绗節鍏炽?鍒楀畞鏍煎嫆锛氭湀鐞冮涓?br />
銆??Leningrad: The Moon Shall Never Have Them

銆??浠诲姟鑳屾櫙锛氳嫃鍐涘湪鍝堢摝閭f垬璐ュ悗锛岀洘鍐涗箻鑳滆拷鍑伙紝鏀诲叆鑻忚仈鏈湡锛岃繘閫煎垪瀹佹牸鍕掞紝濡傝兘澶哄彇姝ゅ湴锛屾垬浜変究灏嗙粨鏉熴?鍋氬畬浠诲姟绠?姤涔嬪悗锛屽コ鎯呮姤瀹橀個璇锋寚鎸ュ畼鍦ㄧ粨鏉熸褰瑰悗鍒板ス鐨勫叕瀵撳叡杩涙櫄椁愩?

Main objectives:

銆??1銆佸湪鎸囧畾鍦扮偣寤虹珛涓诲熀鍦?

銆??2銆佸湪鎸囧畾鍦扮偣寤虹珛涓诲熀鍦?

銆??3銆佹竻闄ら珮鍦颁笂鐨勮嫃鍐?br />
銆??4銆佹懅姣佷竷涓搧骞曡缃?br />
銆??5銆佹懅姣佹?鐞嗙殑鍩庡牎

Secondary objectives:

銆??1銆佹懅姣佺湡绌鸿仛鐖嗗櫒

銆??鍦ㄥ啺鍐荤洿鍗囨満灏嗕富鍩哄湴缂╁皬浠ュ悗锛岃瀹冩部鐫?矝灞垮崡闈㈢殑灏忛亾璧帮紝閬垮紑宸¢?鐨勮嫃鍐涘湴闈㈤儴闃燂紝璧跺埌鎸囧畾鍦扮偣2灞曞紑(鍙︿竴涓富鍩哄湴鐢辩洘鍙嬫寚鎸?锛屾垜鏂逛細浣跨敤瓒呮椂绌鸿浆鎹华杩愭潵鍑犺締骞诲奖鍧﹀厠锛屼娇鐢ㄨ繖浜涘潶鍏嬫竻闄ら珮鍦颁笂鐨勮嫃鍐涳紝韬插湪涓ぎ宀涘笨鍩庡牎涓殑鎬荤悊鎯宠鍙戝皠鐏閫冨線澶┖锛屼竷涓搧骞曡缃‘淇濆煄鍫′笉鍙楁敾鍑伙紝鍥犳鎴戜滑蹇呴』鍏堟懅姣佹墍鏈夐搧骞曘?棣栧厛鍗犻鍦板浘涓婄殑涓や釜娌逛簳锛岀敤骞诲奖銆佸鍔熻兘杞︺?缁翠慨杞︾殑閰嶅悎鎽ф瘉涓滃崡闈㈠崐宀涗笂闈犺繎鍩哄湴鐨勯偅涓搧骞曡缃紝鏈?笢闈㈢殑閾佸箷鍛ㄥ洿寤虹瓚閲屽叏閮ㄩ兘鏄鍏碉紝鍙厛鐢ㄩ泤鍏稿鎽ф瘉寤虹瓚锛岀劧鍚庡埄鐢ㄥ缓绛戠殑绌洪殭鏀诲嚮閾佸箷锛屼箣鍚庤嫃鍐涚殑瀵煎脊鍏典細鍙戣捣涓?疆鏀诲嚮锛岃璋泤灏嗗叾鍏ㄩ儴鍑绘瘷銆傜敱浜庡崐宀涗笂鏈?悗涓?釜閾佸箷鍛ㄥ洿鍏ㄩ儴閮芥槸鏈哄満锛岃嫃鍐涚殑鎴樻満鍓嶅悗宸¢?锛屾垜鏂圭殑鎴樻満寰堥毦椋炰复涓婃柟锛屽嵆浣挎淳鍑轰篃寰堥毦鍥炴潵銆傚洜姝ゅ彧鑳界敤瓒呮椂绌虹偢寮规懅姣侀儴缃插湪閭i噷鐨勫嚑杈嗗潶鍏嬶紝鐒跺悗璁╀紴鍏垫懅姣侀搧骞曘?涓滃寳瑙掍笂鐨勯搧骞曠鎴戞柟鍩哄湴寰堣繙锛岄?涓悗鍏堣鐩熷弸浣跨敤瓒呮鏀诲嚮锛岀劧鍚庢垜鏂逛篃鍙戝皠瓒呮锛屼袱娆¤秴姝︽敾鍑昏冻浠ユ懅姣侀搧骞曪紝涓湡鍦ㄨ繖閲屽缓绔嬬殑鐪熺┖鑱氱垎鍣ㄥ彲鐢ㄤ紴鍏垫懅姣侊紝鍚屾椂璁╀粬浠墦鎺夐偅閲岀殑鍑犱釜鏈哄満锛屽噺灏戞垜鏂圭殑绌轰腑鍘嬪姏銆傝タ鍖楅潰鍗婂矝涓婄殑瓒呮鏈?鍥寸殑涓や釜鍙懡浠ょ洘鍙嬫秷鐏紝楂樺湴涓婄殑閭d釜鐢ㄤ紴鍏佃В鍐炽?涓冧釜閾佸箷琚瘉鍚庯紝涓ぎ宀涘笨涓婃?鐞嗙殑鍩庡牎澶卞幓淇濇姢锛屽厛鐢ㄨ秴姝︽敾鍑荤伀绠紝鍛ㄥ洿鐨勫寮硅溅澶у琚瘉锛岀劧鍚庣敤瓒呮椂绌鸿浆鎹华灏嗗够褰卞拰闆呭吀濞滆溅杞Щ鍒扮伀绠竟涓婏紝鎽ф瘉鐏锛屽墠鏉ユ敾鍑绘垜鏂瑰熀鍦扮殑鏃犵晱鑸板垯鐢ㄤ笘绾桨鐐告満鐐告矇锛屽叾浠栬嫃鍐涚┖鍐涘崟浣嶅叏閮ㄧ敤澶氬姛鑳借溅鍑昏惤銆備换鍔″畬鎴愪箣鍚庯紝鎯呮姤瀹樺拰璋泤鎹笂鏅氱ぜ鏈嶏紝閮戒細閭?鎸囨尌瀹樺弬鍔犲ス浠殑鏅氫細銆?br />






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