Successful Entrepreneurship and Innovative Strategies in China-The Experience of BYD-Wu and Kuo
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Transcript of Successful Entrepreneurship and Innovative Strategies in China-The Experience of BYD-Wu and Kuo
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Successful Entrepreneurship and Innovative Strategies in China:
The Experience of BYD
Jane P. Wu, Professor, HSBC Business School, Peking University
Ya-Ting Kuo, Ph.D. Candidate, Dep. of Business Administration, National
Taiwan University
Abstract
BYD Company Limited (BYD for short), a Chinese IT and Auto
corporation, drew global attention due to being the second largest
mobile energy supplier in the world and a leading rechargeable
battery manufacturer as well as auto maker. Its legendary founder
and CEO, Wang Chuanfu, is appraised by Fortune as a
combination of Thomas Edison & Jack Welch and a typical
miniature of the Chinese entrepreneurs for the past 30 years.
This article aims to analyze what BYDs success comes from. On
one hand, the innovative R&D and production modules havecreated its competitive advantage with a solid core competence in
the market. On the other hand, its internationalization strategy has
facilitated a swift expansion capturing a large market share in a
short period of time.
By analyzing and integrating the results of case study, we find the
importance of success factors for manufacturing industry in BYD.
The main conclusions of this study are as the following:
1. The importance of successful entrepreneurship of the founder ofBYD.
2. The importance of successful innovative strategies focused on
"hardly imitative technology", "difficultly substitute product", and
"more flexible organization".
Keywords: entrepreneurship; innovative strategies;
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1. IntroductionIn a world of ever increasing global economy, the idea of entrepreneurial leadership has
become a crucial theme that leaders and managers need not only be aware of conceptually butalso understand in order to be able to strategize and position for organizational viability. In
order to succeed and make a competitive advantage for organization, the organization must
set a vision that encourages growth, rewards risk taking and leverage innovation by adapting
to the fluctuating global economy. The key factor to successful organization in the present
competitive and dynamic environment is the need to adopt an entrepreneurial leadership
seeking competitive advantage through continuous innovation by effectively identifying and
exploiting opportunities in order to sustain and grow.
However, little is known about how china's organizations develop their capabilities and learnthrough entrepreneurial leadership and innovative strategies. In many cases, it is clear from
many studies that the entrepreneurial leadership and innovative strategies promote regional
enterprises to turn into global enterprises. This article collects secondary data to understand
the various aspects of how BYDs success is involved in the successful entrepreneurial
leadership through innovative strategies
.
2. Literature Review2.1 Entrepreneurship
According to Zhara et al., (1999), different scholars use different expressions to characterize
entrepreneurship (e.g., Entrepreneurship , Corporate Entrepreneurship, Intrapreneurship,
Entrepreneurship Posture, Entrepreneurial Orientation). However, contrary to the variety of
expressions used to characterize entrepreneurship, there is consistency regarding
entrepreneurships definition and measurement.
Generally speaking, entrepreneurship based research usually focus on either Traits or
Behavior. Gartner (1988) argues that the focus should be on what the entrepreneur does and
not who is the entrepreneur. Behavior based research focus on the entrepreneurship process
through the entrepreneur activities, that instead of referring to personal specific traits (Smart
and Conant, 1994). In other words, entrepreneurship emphasize the entrepreneurial process
(entrepreneurs carrying out new combinations) and innovativeness (Guth & Ginsberg, 1990).
Besides, entrepreneurial competency refers to the sum of the entrepreneur's requisite attributes
for successful and sustainable entrepreneurship (Kiggundy, 2002). According to Kiggundy,
these attributes include attitudes, values, beliefs, knowledge, skills, abilities, personality,
wisdom, expertise (social, technical, and managerial), mindset, and behavioral tendencies.
Cunningham and Lischeron (1991) identified six schools of thought on entrepreneurship thatexplain what constitutes an entrepreneur. Of the six schools, three assert that entrepreneurial
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traits are innate and cannot be developed or trained in the classroom. The other three schools
of thought hold that entrepreneurial skills and competencies can be acquired through formal
training. From the findings of Cunningham and Lischeron (1991) and Rabbior and Lang
(1996), team leadership is a very important entrepreneurial competency.
In fact, starting an enterprise is dynamic process. Miller(1983) stresses the companys
commitment to innovation, i.e. three related components: product innovation, proactiveness
and risk taking. Product innovation refers to the ability of a company to create new products
or to modify existing ones to meet the demands of current or future markets. Proactiveness
refers to a companys capacity to compete in markets by introducing new products, services
or technologies. Competitive aggressiveness is about competing for demand. Finally, risk
taking refers to the companys willingness to engage in business ventures or strategies in
which the outcome may be highly uncertain (Zahra & Covin, 1995).
2.2 Innovation
The earliest definition of innovation comes from Schumpeter(1934). He thinks that the
meaning of innovation which the main force of economic development is the firm use
resources to fulfill the need of market by new productive way. Besides, Schumpeter (1934)
states that innovativeness is the only entrepreneurship behavior that separates between
entrepreneurships activities to non-entrepreneurships activities. Innovation relates to the
pursuit after creative solutions through the development and improvement of services and
products as well as administrative and technological techniques (Davis et al., 1991).Innovation reflects the firms tendency to support new ideas and procedures, which can end as
new products or services Lumpkin and Dess (1996).
Innovation is largely considered to be a positive, constructive, and productive change.
Moreover, a more useful way to distinguish these constructs is to consider creativity as the
ideation component of innovation and innovation as encompassing both the proposal and
application of new ideas (West & Farr 1990). In the same vein, Porter and Stern (2001) have
argued that companies must be able to create and commercialize a stream of new products and
processes that extend the technology frontier, while at the same time keeping a step or two
ahead of their rivals.
Innovation can be described from a variety of perspectives, from a broad inclusive definition
such as a process of bringing any new, problem-solving idea into use (Kanter, 1983), to a
more outcome-based approach, where innovation is the process whereby new ideas are
transformed through economic activity, into sustainable value-creating outcomes
(Livingstone, 2000). Indeed, innovation is a complex process (Kline & Rosenberg, 1986) and
the ability of an organization to recognize the potential of an innovation is itself not a simple
process. Innovation characteristizes as the adoption of an idea or behavior that is new to the
organization, where the innovations can be a new product, a new service, a new technologyor a new administrative practice (Hage, 1999)
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Innovation can certainly be encouraged but cannot be directly created. Research on innovation
has found that the most successful innovation is found to be based on strategy, is dependent
on effective internal and external linkages and requires enabling mechanisms for making
change happen, in a supporting organizational context (Tidd et al., 1997). The components of
an innovative organization is presented in Table 1.
Table 1. Components of an Innovative Organization
COMPONENT KEY FEATURES
Vision, Leadership
and the will to
innovate
Clearly articulated and clear sense of purpose
Stretching strategic intent Top management commitment
Appropriate
structure
Organisation design which enables high levels of creativity
Key individuals Promoter, champions, gatekeepers and other roles which
energize
or facilitate innovation
Effective team
working
Appropriate use of teams to solve problems. Requires
investment
in team selection and building
Continuing and
stretching
individualdevelopment
Long-term commitment to education and training to ensure
high
levels of competence and the skills to learn effectively
Extensive
communication
Within and between the organization and outside. Internally
in
three directions upwards, downwards and laterally.
High involvement in
innovation
Participation in organization wide continuous improvement
activity
Customer focus Internal and external customer orientation. Total quality
culture
Creative climate Positive approach to creative ideas, supported by relevant
rewards
system a winners culture
Learning
organisation
Processes, structures and cultures which help institutionalize
individual learning. Knowledge management
Source: (Tidd et al., 1997)
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3. Methodology3.1 Research Structure
This article collects secondary data in an effort to understand the various aspects that are
involved in the success of entrepreneurship through innovative strategy. Secondary data was
also used to acquire an overview of the company. This article depicts how BYD recognizes
the opportunities and adjust the external and internal resources to transform a worldwide
enterprise when industrial environment changes by integrating all kinds of secondary data.
The following, Figure 1, is a diagram of the research structure.
Figure 1. Continuing competitive advantage of BYD
3.2 Case Study Methodology
This article presents a longitudinal analysis by a single case company to discuss the
dynamical process of the firm's development. Hinings(1997) thinks the qualitative research is
suitable to analyze the dynamical process, when those process specially need the individuals
interpretations.
Case studies can be either single or multiple-case designs. Single cases are used to confirm or
challenge a theory, or to represent a unique or extreme case (Yin, 1994). Single-case studies
are also ideal for revelatory cases where an observer may have access to a phenomenon that
was previously inaccessible. Single-case designs require careful investigation to avoid
Core Competence
Entrepreneurship of
BYD
Innovative strategy
of BYD
Product:
Difficultly substitute
Organization:
more flexible
Technology:
Non imitative
Continuing competitive
advantage of BYD
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misrepresentation and to maximize the investigator's access to the evidence. These studies can
be holistic or embedded, the latter occurring when the same case study involves more than
one unit of analysis.
Yin(1981) emphasizes the types of case study, including exploratory study, descriptive study
and explanatory study. Firstly, exploratory study is to develop new issues to offer the
references to the later research. Secondly, descriptive study is to describe the existing theory
or expand a explanation of the theory. Thirdly, explanatory study is to discuss the relationship
of cause and effect.
According to the definition of case study and the finding from the literature, this article should
be the descriptive study for the BYD case. Besides, the purpose of the article is to understand
the strategically administrative present situation, and to offer the references to other relative
industry.
4. Two Evolutional stages of Entrepreneurial Leadership and Innovative Strategies4.1 The Entrepreneurial Leadership
Wang Chuan Fu, the founder and CEO of BYD, majored in chemistry at the Central South
University and went on to earn a master's degree in 1990 from the Beijing Non-Ferrous
Research Institute. Upon graduation, he spent the first several years of his career as a
government researcher, and, in 1995, he founded the BYD Company at the age of 29.
Different from some managerial leaders, Wang himself is a chemist, a technician, and an expert
in the industrial field. He takes part in almost every project and has some inventions himself.
He is a workaholic and takes pride in his dedication to his work. He is also very decisive and
risk-taking. For example, against managements opposition on the acquisition of Shaanxi
Qinchuan Auto Company Limited, he insisted on going through with the transaction and time
proof that it was a worthwhile investment. Furthermore, he is even daring enough to drink the
battery fluid to prove the safety of his products. Wang has won the Most Creative Leader in the
Asia-Pacific region title in 2004 and named the Most Predictive CEO by Chinese Car
Newspaper in 2007. Charlie Munger, the Vice-Chairman of Berkshire Hathaway Corporation,
even evaluated him like this to Fortune,
This guy, is a combination of Thomas Edison and Jack Welch something like Edison in
solving technical problems, and something like Welch in getting done what he needs to do. I
have never seen anything like it.1
It is the Wang Chuanfus powerful and visionary leadership that cultivated a distinctive
corporate culture at BYD. BYD is short for Build Your Dream, which conveys the meaning
1 CNN news (http://www.rationalwalk.com/?p=1376)
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of helping all customers to realize their dreams. From the Wangs leadership, BYD complies
with the principle of people-oriented human resource, respects personnel and trains the staff
to establish a fair and competitive company.
Furthermore, BYD is constantly committed to constructing a strong corporate culture and
sharing its prosperity with all of its employees which is a direct reflection of the founders
visionary leadership. BYD is devoted to developing a culture of equality, factuality, passion
and innovation which are the core elements of its company culture. Also, cultivating a sense
of family at the work floor, strong identity with product quality and dedicated work attitude
are the main thrust of corporate culture spirit. Furthermore, it strives to realize a high
retention rate through its vast opportunities in career advancement, excellent working
environment, and its employees love for the company.
Wang Chuan Fu with his entrepreneurial leadership has steered the entrepreneurial processand innovativeness. In addition, his entrepreneurial competency such as attitudes, values,
beliefs, knowledge, skills, abilities, personality, and wisdom has attributed for the successful
and sustainable technology and product innovations in BYD.
4.2 The Organizational Structure
In general, the company has a product organizational structure with flat hierarchy. Each
segment is responsible for the production, marketing and development for the products itself,
and all of the managers of these 28 segments have only one leader, Wang chuan fu, the founderand president of BYD. All managers have to report to him directly and all of the critical
decisions are made by him. Through this mechanism, orders are delivered and enforced with
less distortion and higher efficiency. A summary of the organizational structure is presented in
Figure 2.
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Therefore, Wang chuan fu gives all of his managers a close proximity or access to the critical
resource for them to learn to produce effectively. In such a flat hierarchy of comprehensive
delegation of competences, a decentralization of responsibilities occurs. This means that the
founder of enterprise transfers directly essential competences and responsibilities to his
managers and employees so that they are empowered to decide, instruct and control
independently. Ultimately, it is important that the organization structure allows efficient
internal activities and processes, promotes innovative strategies and supports a successful
operating in the market.
4.3 BYDs research and development cost
In china, the most creative technology comes from the grass root enterprises such as BYD. A
summary of research and development cost from 2007 to 2010 in Figure 3, we realize that
BYD's research and development cost increases every year. Hence, BYD can build
non-imitative competitive technology from the increasing research and development cost.
Figure 2. Organizational Structure of BYD
The general manager
A1 sales department 1, A1 sales department 2, A1 sales department 3, A1 sales department 4,
A1 sales department 5, A2 sales department 1, A2 sales department 2, A2 sales department 3,
A2 sales department 4, A2 sales department 5, A3 sales department 1, A3 sales department 2
A3 sales department 3, A3 sales department 4, A3 sales department 5
Service management depattment1, technology department1, spare parts service department1,
claims service department 1
Service management depattment2, technology department 2, spare parts service department2,
claims service department 2
Commercial Plan department, storage and transportation department, training department,
advertising department, brand department
Channel development department, channel management department, marketing department,
public relations department, online marketing department
Source: http://wenku.baidu.com/view/f02878da50e2524de5187e32.html
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Figure 3. The Research and Development Cost of BYD
0
500000
1000000
1500000
2007 2008 2009 2010
Research Cost
Source: Annual report of BYD
Since BYD highlights the R&D capability as the key to sustainable global leadership in the
industry, it has built the T&E research institutes and research labs in different areas as well as a
technical school situated in its industrial park. There are 28 segments in BYD now and thesesegments are established according to the Decomposition Module. One of its important core
competencies is to utilize the cheap workforce to substitute the robotic arms used in Japanese
assembly lines in an effort to minimize the cost by breaking every job down into basic tasks
and apply strict testing protocols to control the quality. This business structure is presented in
Figure 4.
Figure 4. The business structure of BYD
Source: Official Company Introduction
4.4 The Innovation in IT business: Decomposition
According to the literature, innovative strategies include incremental innovation and radical
innovation. Since the motivation and drive for BYD to conduct innovation since the inception
of the company was the disability to afford any assembly line or any patent, BYD invented
three very special processes to tackle the problem: decomposing finished products, studying
the published literatures and selecting and integrating suitable non-patent technology to
understand the characteristics and principles of the technology. Therefore, BYD's innovative
strategies belong to the category of incremental innovation. Furthermore, the section on stagesof BDYs innovative strategies describes in detail how BYD create innovation through
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decomposition process and decomposition manufacturing below.
(1)Decomposition Process:Through the decomposition process, BYD innovatively imitated, duplicated and even
improved those mature foreign end-products 2 . Table 2 has summarized the process of
decomposition.
Table 2. BYDs decomposition process
published literatures One of primary research fields of BYD Central
Research Institute is fundamental theories research3;
samples BYD F3 auto is criticized by the public for its
mimicking in shape-design with Toyota Corolla,
however, it didnt bring any patent disputes to BYD4;
raw materials BYD Central Research Centre rebuilt the chemicalingredients of battery solution to make nickel plating
available for battery manufacture, which decreased
cost by ten times5;
independent development Auto-lamp of F0 is totally original design by BYD6.
Source: Data from CMA-China website
(http://www.cma-china.org/CMABase/RD/B_RD080409008.htm).
Through this decomposition process, BYD achieved innovative imitation and gradually
secured two core technologies: battery technology and mould technology. Undoubtedly, this
kind of decomposition process needs legal support and BYD forms a patent-management team
in charge of patent research and protection to insure BYD keeps in touch with patent
development of its competitors and avoid those annoying patent-disputes7.
(2)Decomposition Manufacturing:Technology is only part of the elements in the process of manufacturing a product. With 2
million RMB, BYD couldnt afford any automatic assembly line which cost at least 5 million
USD in 19958. So BYD developed its unique manufacturing method which decomposes
manufacturing process into hundreds of steps. Some steps can be finished completely through
manual operation and some steps can only be done by automatic machines which BYDdesigned by itself with non-standardized instruments and fixtures. This combination of manual
and machine operation has unexpectedly become BYDs competitive advantage with a more
effective quality control9and a more flexible assembly line highly responsiveness to customers
demands. So, this decomposition manufacturing process not only makes low cost possible, but
2 Technological overtaking case of Chinese enterprises. Research report by Samsung Economic Research centre. Sep,20093 http://www.bydit.com/doce/edu/central.asp4 War against Foxconn [J] Word of IT managers. Jul.5th.20075 Li Honglin, Yang Di. Factor endowments and technology selection of Chinese enterprises: Take BYD rise as an example. [J]
Comparison of Social and Economical Institution. 2004,(2)6 Important News of Chinese auto industry7 Important News of Chinese auto industry8 Li MO,BYD: Cost Killer Origins from Technologies [J] Business Review of 21st Century. Dec,20089 Technological overtaking case of Chinese enterprises. Research report by Samsung Economic Research centre. Sep,2009
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also enhanced the competences of BYD, including Process-design and cost-control, Human
Capital and HR management, and Precision manufacture and quality control. The innovative
decomposition concept is summarized in Figure 5.
Figure 5. The development progress of decomposition of BYD
4.5 The innovation in Auto business: Vertical Integration
Due to the vertical integration, BYD is able to produce at least 70% of the components within
its automobile parts including mould, steering, shock absorbing, heat dissipation, seats, brake,
and even auto-DVD except for tires and windshield glasses. It is clear that without
decomposition development, it would be impossible for BYD to launch so many successful
cars into the market. Also, without cost control, quality control and sufficient human capital,
vertical integration would be impossible. Furthermore, without mould technology and battery
technology, BYD would not be able to develop traditional gasoline-driven cars so quickly and
launch full electric vehicle. Figure 6 is a summary illustrating the value of the different VerticalIntegration process:
Insufficient initial capital
Cant afford patented technology Cant afford automatic assembly line
Decomposition Development Decomposition manufacturing
Battery Technology
Mould Technology
Process design and cost control
Precision manufacture and quality control
Human Capital
Core
Competence
Competence
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Figure 6. The value of vertical integration process
4.6 The powerful strategy of BYD: Internationalization
Scholars define the two leading components of the innovative organization are customer focus
and learning organization (Tidd et al., 1997). Since BYD's international strategies are
targeting at establishing contacts with domestic customers within the international markets,
BYD has built a worldwide retailing network. Besides its own retailing network within theinternational markets, BYD set up collaborations with several car retailers overseas.After 13
years of international expansion, BYD employs 130,000 people in 11 factories with 8 plants in
China, 1 in India, 1 in Hungary, and 1 in Romania. Besides these factories, BYD has many
branches or offices abroad. For example, its U.S. operations have about 20 people working in
sales and marketing outpost in Elk Grove Village near Motorola, and another 20 or so working
in San Francisco not far from Apple headquarter. BYD makes about 80% of Motorola's RAZR
handsets, as well as batteries for iPods and iPhones10.
Over on the IT side of the business, more than 70% of the revenue is from overseas market,
10 From the newsWarren Buffett takes charge of Fortune Magazine, April 13, 2009.
R&D
Manufacture
(Vertical
Integration)
Technical
Support
BYD built a huge research team in Shanghai to
develop new-type auto, although it imitates Toyota
obviously, but doesnt cause any patent dispute;
Facts
FactsThe leading auto of BYD such as F3 and F6 shows
very excellent sales performance;
70% components of BYD auto is self-produced.
Eg: An automatic painting line is worth 100
million RMB, semi-automatic line designed by
BYD is worth less than 50 million RMB;
Much self-production means high demand for
skilled workers with both large quantity and high
quality
BYD purchased the mould company of Beijing
Auto, and now has developed very mature
auto-moulds which win the orders from GM;
BYD has launched F3DM (dual mode) already,
and is planning to launch new auto driven by Fe
battery
Value
Decomposition
development
Process design and
cost control
Precision manufacture and
quality control
Human capital and HR
management
Mould Technology
Battery Technology
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mainly from its five biggest clients overseas, Nokia, Motorola, Philips, Sony and Panasonic.
From 2004 to 2007, BYDs sales from these five clients increased from 68.9% to
97.1%.11
Currently, BYD has a really big IT service network all over the world and behaves as
the worlds second largest rechargeable battery producer, shown in figure 7 below.
Figure 7. The IT Global Service Network of BYD until 2007
Source:
compa
ny
introdu
ction
on
BYDwebsit
e.
The
decom
position process, vertical integration and internationalization in BYD bring out product
innovation, organization innovation and technology innovation to build the difference
between BYD and its competitors. Therefore, BYD effectively demonstrates the importance
of entrepreneurship and innovation for maintaining the sustainable competitive advantage and
how it ultimately results in an increase in margin or an increase in volume.
5. Conclusions and RecommendationsWang Chuan Fu is a legendary entrepreneurial leader in China with his fast rise to riches and
success in his business endeavor. He has devised a system to encourage innovative strategies.
Over the past 2 decades, Wang has dedicated much effort to domestic and foreign expansion.
His astute business sense of extending BYDs product line from battery to electric cars has
made a profitable contribution to his strive to the top. Furthermore, his visionary
entrepreneurship style has earned him much respect and loyalty from his people creating an
amiable corporate culture. Being in a labor intensive industry, the support and loyalty from his
employee is crucial. So, it is clear that Wangs entrepreneurship with good innovation and
strategy makes BYD a successful business having great potential for future development in
the years to come. While we advocate the success of BYD comes from the entrepreneurship
and innovative Strategies which includes decomposition, vertical integration and
internationalization, we must point that there still some other aspects to analyze how BYD
succeed in china, such as entrepreneurial culture and cultural values in the organization which
are not covered. These will be aspects worth further scrutiny for future research.
11 From the website of Beiyida, http://source.beiyida.cn/article/show.asp?id=6945.