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As a traditional energy source, the coal market has been restricted by many factors. Under the background of global energy transformation, coal enterprises are facing tremendous pressure. Reducing costs has become the key to the survival of enterprises. By optimizing production processes and reducing unnecessary expenses, enterprises can save resources and improve production efficiency.

Improving efficiency is another important direction for coal enterprises to save themselves. Adopting advanced technologies and management methods to improve the efficiency of coal mining, processing and transportation can enhance the market competitiveness of enterprises. Expanding the market and exploring new customer groups and application areas have brought new development opportunities for enterprises.

But behind this series of self-help measures, there is a force silently supporting it, that is, the combination with emerging industries. For example, in the era of digital economy, part-time workers in software development, data analysis and other fields have provided innovative ideas and technical support for coal enterprises.

These part-time employees use their professional knowledge and skills to build an intelligent management system for coal enterprises. Through big data analysis, they help enterprises accurately grasp market demand and optimize production and sales strategies. At the same time, they also develop mobile applications that are easy for employees to operate, improving work efficiency and the timeliness of information transmission.

In addition, part-time designers have designed more attractive brand images and promotional materials for coal enterprises, enhancing the social image and reputation of the enterprises. Part-time marketing staff have helped enterprises expand online sales channels, enabling coal products to be more widely marketed.

From another perspective, the self-rescue of coal enterprises also provides more development space for part-time workers. On the one hand, the needs of coal enterprises have prompted part-time workers to continuously improve their professional capabilities to adapt to the diversified needs of enterprises. On the other hand, cooperation with coal enterprises has enriched the project experience of part-time workers and laid a solid foundation for their future career development.

However, this cooperation is not always smooth. There are problems such as information asymmetry and poor communication between part-time workers and coal enterprises. Sometimes, due to insufficient understanding of the coal industry, the solutions provided by part-time workers may not fully meet the actual needs of enterprises.

In order to better play the role of part-time workers, coal enterprises need to establish effective communication mechanisms and cooperation models, clarify the rights and obligations of both parties, and formulate detailed work processes and quality standards. At the same time, strengthen the training and guidance of part-time workers to help them better understand the characteristics of the industry and the needs of enterprises.

In short, in the process of coal enterprises' self-rescue, although part-time workers did not directly participate in the production and operation activities of the enterprises, they became an important driving force for the development of enterprises by providing support in technology, design, marketing, etc. This cooperation model not only brought new vitality to coal enterprises, but also provided a broader stage for part-time workers.