What are the common types of development strategies?
Development strategies mainly include three basic types: integrated strategy, intensive strategy and diversified strategy.
1. Integrated strategy
Integrated strategy refers to the depth and breadth of an enterprise's vertical or horizontal extension of its business chain along its business chain for products or businesses that have advantages and growth potential. , expand business scale and achieve corporate growth. Integration strategies can be divided into vertical integration and horizontal integration according to the direction of business expansion.
(1) Vertical integration strategy
Vertical integration strategy refers to a strategy for an enterprise to extend and expand its existing business forward or backward along the product or business chain. Enterprises adopting a vertical integration strategy can help save transaction costs in purchasing or selling with upstream and downstream enterprises in the market, control scarce resources, ensure the quality of key inputs, or obtain new customers. However, enterprise integration will also increase the internal management costs of the enterprise. The bigger the enterprise, the better. Vertical integration strategy can be divided into forward integration strategy and backward integration strategy.
①Forward integration strategy refers to the strategy of obtaining ownership of distributors or retailers or strengthening control over them. By controlling the sales process and channels, the forward integration strategy helps enterprises control and master the market, enhance sensitivity to changes in consumer demand, and improve the market adaptability and competitiveness of enterprise products.
The main applicable conditions for the forward integration strategy include: 1) The company’s existing sellers have high sales costs or poor reliability and cannot meet the company’s sales needs; 2) The growth of the company’s industry The potential is large; 3) The company has the funds, human resources, etc. required for forward integration; 4) The profit margin of the sales link is relatively high.
②Backward integration strategy refers to obtaining ownership of suppliers or strengthening their control. Backward integration helps enterprises effectively control the cost, quality and supply reliability of key raw materials and other inputs, ensuring the steady progress of enterprise production and operation activities. The backward integration strategy is commonly used in industries such as automobiles and steel.
The main applicable conditions for the backward integration strategy include: 1) The company’s existing suppliers have high supply costs or poor reliability, making it difficult to meet the company’s needs for raw materials, parts, etc.; 2) Suppliers The quantity is small but there are many demand-side competitors; 3) The industry in which the enterprise operates has greater growth potential; 4) The enterprise has the funds, human resources, etc. required for backward integration; 5) The profit margin of the supply chain is relatively high; 6) The stability of enterprise product prices is very critical for enterprises. Backward integration is conducive to controlling raw material costs, thereby ensuring the stability of product prices.
The main risks for enterprises adopting a vertical integration strategy include:
1) Risks caused by unfamiliarity with new business areas;
2) Vertical integration , especially backward integration, generally involves a large amount of investment and strong asset specificity, which increases the exit costs of enterprises in this industry.
(2) Horizontal integration strategy.
Horizontal integration strategy refers to the strategy of corporate acquisition, merger or joint competition with competing companies. The main purpose of enterprises using horizontal integration strategy is to reduce competitive pressure, achieve economies of scale and enhance their own strength to gain competitive advantage.
In the following situations, it is more appropriate to adopt a horizontal integration strategy: ① The industry in which the enterprise is located is highly competitive; ② The economies of scale in the industry in which the enterprise is located are relatively significant; ③ The horizontal integration of the enterprise complies with antitrust laws and regulations. Able to obtain a certain monopoly position in local areas; ④ The industry in which the enterprise operates has great growth potential; ⑤ The enterprise has the funds and human resources required for horizontal integration.
2. Intensive strategy
(1) Market penetration strategy – existing products and existing market portfolio. Peters and Waterman called this concentration strategy "hold your ground." This strategy emphasizes the development of a single product and attempts to gain greater market share through stronger marketing methods.
Market penetration strategy is based on increasing the market share of an existing product or service, or increasing the business being operated in an existing market. Its goal is to increase the frequency of product use through various methods.
Growth methods include: ① Expand market share. This method is particularly suitable for markets that are growing overall. Companies can increase sales in existing markets by offering discounts or increasing advertising; improve sales and distribution methods to improve the level of services provided; improve products or packaging to improve and strengthen their appeal to consumers and reduce costs. . ② Develop niche markets, with the goal of achieving growth in a series of target niche markets in the industry, thereby expanding the total market share. This approach is particularly useful if the business is small compared to its competitors. ③Maintain market share, especially when the market declines, maintaining market share is of great significance.
The ease with which a company can apply a market penetration strategy depends on the nature of the market and the market position of its competitors. It may be easier for businesses with a small market share to improve quality and productivity and increase market activity when the overall market is growing, but more difficult when the market is stagnant. The experience curve effect makes it difficult for companies to penetrate mature markets. In mature markets, the cost structure of leading companies will prevent competitors with a small market share from entering the market.
The main applicable situations of market penetration strategy: ① When the entire market is growing or may be affected by certain factors, it may be easier for companies to enter the market. Those who want to gain market share companies can achieve their goals faster. Conversely, penetrating into stagnant or declining markets can be much more difficult. ② If a company is determined to limit its interests to existing products or market areas and not allow sales to decline even when the entire market declines, the company may have to adopt a market penetration strategy. ③ If other companies leave the market for various reasons, the market penetration strategy may be easier to succeed. ④ If an enterprise has a strong market position and can use its experience and capabilities to obtain strong and unique competitive advantages, it will be easier to penetrate into new markets. ⑤ The market penetration strategy will also be more applicable when the risks associated with the market penetration strategy are lower, senior managers are more involved, and the investment required is relatively low.
(2) Market development strategy - a combination of existing products and new markets. Market development strategy refers to the strategy of entering new markets with existing products or services. The main ways to implement market development strategies include opening up other regional markets and market segments.
Reasons for adopting a market development strategy: ① Enterprises find that the nature of the production process of existing products makes it difficult to switch to the production of brand new products, so they hope to develop other markets. ②Market development is often combined with product development. ③The existing market or market segment is saturated, which may cause competitors to look for new markets.
The main applicable situations of market development strategy: ① There is an undeveloped or unsaturated market; ② New, reliable, economical and high-quality sales channels are available; ③ The enterprise is in the existing business field Very successful; ④ The company has the capital and human resources needed to expand operations; ⑤ The company has excess production capacity; ⑥ The company's main business is an industry that is rapidly globalizing.
(3) Product development strategy - a combination of new products and existing markets. This strategy is to develop new products in the original market through technological improvement and development. This strategy can extend the life cycle of products, improve product differentiation, meet new market demands, and thereby improve the company's competitive position.
This strategy may be used by smaller businesses with a niche, less comprehensive products, or a narrow range of services. Product development strategies help companies leverage the reputation and trademarks of existing products to attract users to purchase new products. In addition, the product development strategy is to improve existing products, understand the existing market better, and product development is more targeted, so it is easier to achieve success. There are many ways to achieve this strategy.
Developing new products can be extremely risky, especially when launching them into new markets.
This can also make it difficult to implement the strategy. Although this strategy obviously carries risks, companies still have the following reasonable reasons to adopt this strategy: ① Make full use of the company's understanding of the market; ② Maintain a leading position relative to competitors; ③ Seek new opportunities from the shortcomings of the existing product portfolio. opportunities; ④ enable enterprises to continue to maintain a secure position in the existing market.
Applicable situations of product development strategy: ① The enterprise’s products have high market credibility and customer satisfaction; ② The enterprise’s industry is a high-tech industry with rapid development suitable for innovation; ③ The enterprise’s industry is in the High-speed growth stage; ④ Enterprises have strong research and development capabilities; ⑤ Major competitors provide higher quality products at similar prices.
3. Diversification strategy
Diversification refers to the entry of enterprises into areas that are different from existing products and markets. Because strategies change so rapidly, companies must continually survey the market environment for diversification opportunities. When there is no room for expected growth in existing products or markets (for example, due to geographical constraints, limited market size, or too fierce competition), companies often consider diversification strategies.
There are three major reasons for adopting a diversification strategy: ① Continuing operations in existing products or markets cannot achieve the goal. ② The funds previously retained by the enterprise due to its successful operation in existing products or markets exceed the funds required for financial expansion in existing products or markets. ③ Compared with expansion in existing products or markets, a diversification strategy means higher profits.
Diversification strategies can be divided into two types: related diversification and unrelated diversification.
(1) Related diversification. Related diversification, also known as concentric diversification, refers to the strategy of an enterprise to enter related industries or markets based on its existing business. The relevance of related diversification can be similarities in products, production technology, management skills, marketing skills, and users. Adopting relevant diversification strategies will help enterprises use the product knowledge, manufacturing capabilities, marketing channels, marketing skills and other advantages of the original industry to obtain integration advantages, that is, the profitability of two businesses or two markets operating at the same time is greater than when operating separately. sum of profitability. When an enterprise has a strong competitive advantage in an industry or market, but the growth or attractiveness of the industry or market is gradually declining, it is more appropriate to adopt a concentric diversification strategy.
(2) Unrelated diversification. Unrelated diversification, also known as centrifugal diversification, refers to the strategy of companies entering industries and markets that are unrelated to the current industry. If the company's current industry or market is unattractive, and the company does not have strong capabilities and skills to switch to related products or markets, a more realistic choice is to adopt a non-related diversification strategy. The main goal of adopting an unrelated diversification strategy is not to take advantage of similarities in products, technologies, marketing channels, etc., but to consider balancing cash flow or obtaining new profit growth points from a financial perspective, and avoiding industry or market development risks.
Advantages of diversification of enterprise groups: ① Diversify risks. When existing products and markets fail, new products or new markets can provide protection for enterprises. ②It is easier to obtain financing from the capital market. ③Find new growth points when the company cannot grow. ④ Utilize underutilized resources. ⑤Use surplus funds. ⑥ Obtain funds or other financial benefits, such as accumulated tax losses. ⑦Use the company's image and reputation in a certain industry or market to enter another industry or market. To succeed in another industry or market, corporate image and reputation are crucial.
Risks of diversification strategy: ① Risks from original business industries. Enterprise resources are always limited, and diversified operations often mean that the original industries in which they operate will be weakened. This weakening is not only in terms of funding, but also in terms of management's distraction. ② Overall market risk. The extensive interconnectedness in the market economy determines that various industries with diversified operations still face the same risks. Under the impact of macroeconomic forces, the resource dispersion of enterprises' diversified operations has increased risks. ③Risk of industry entry.
After entering a new industry, companies must continue to inject follow-up resources to learn the industry, cultivate their own workforce, and build their corporate brand. In addition, the industry competition situation is constantly changing, and competitors' strategies are also unknown. Enterprises must constantly adjust low-level business strategies accordingly. ⑤Internal business integration risks. The newly invested business will have a comprehensive impact on the enterprise and its existing industrial operations through financial flow, logistics, decision-making flow, and personnel flow. Different businesses have different business processes and different market models. Therefore, they have different requirements for the enterprise's management mechanism. The enterprise as a whole must integrate the requirements of different businesses on its management mechanism in some form. What are the common types of development strategies in management topics?
American strategist Porter believes that companies can have three options to gain relative competitive advantages, because these three strategies are basic and widespread in application. characteristics, also known as general business strategy.
(1) Intensive development strategy
Intensive development strategy refers to a strategy in which an enterprise's existing products and markets still have development potential, so it fully taps its own potential and realizes self-development. . Its specific forms include market penetration strategy, product development strategy and market development strategy.
1. Market penetration strategy. It means that enterprises use their advantages in the original market to actively expand their business scale, continuously increase market share and sales growth rate, and promote the continuous development of enterprises. Using this strategy, generally speaking, the market competition is relatively fierce. Enterprises should work hard on product quality, price, service and corporate reputation. They should not only consolidate old users in the original market, but also actively try to attract potential customers from all over the country and use the original market to create new users. Efforts should be made to win customers away from competitors, in order to enhance the company's advantages in market competition and promote its development. Expanding the existing product market of an enterprise is an important way to promote the growth and development of the enterprise. To increase market share, the following marketing methods can be used: (1) Strengthen advertising; (2) Innovate sales methods; (3) Use pricing strategies .
2. Product development strategy. It means that enterprises rely on their existing strength to strive to improve old products and develop new products. Develop new varieties and improve product quality, so that existing enterprises can continue to grow and develop. When enterprises adopt this strategy, they must actively create conditions for continuous product development in order to maintain the advantages of their products in terms of quality, price, etc. Continuously developing marketable new products for the existing market to meet the growing needs of customers is another important way for enterprises to grow and develop.
3. Market development strategy, or market development strategy. It refers to the company's search for and development of new markets on the basis of the original market, and further expansion of product sales, thereby promoting the company's continued growth and development. Developing new markets for existing products is the most common strategy used to grow a business, primarily through geographic expansion. This strategy is suitable for enterprises whose products have become saturated in the original market. By exploring new markets and opening up new sales channels, the enterprise can further develop. However, if an enterprise wants to open up a new market, it must first understand its characteristics and requirements, choose appropriate sales channels, and adopt correct marketing tools and methods. Otherwise, it will suffer great risks and losses.
For the selection of market penetration strategy, product development strategy and market development strategy in the intensive development strategy, please refer to Table 6-1 Product-Market Strategy 2×2 Matrix Table.
Existing products in the market New products
Existing market Market penetration strategy Product development strategy
New market Market development strategy Diversified development strategy Intensive development strategy What are the advantages and risks?
The multi-layered structure of the economies of major countries leaves a lot of room for maneuver in industrial policy choices. However, the current emphasis on continuing to leverage the comparative advantages of labor-intensive industries is on industrial transfer and upgrading under the premise of profit growth, encouraging industries to move westward and enterprises to become bigger and stronger, rather than low-level duplication of construction.
Make full use of market-oriented means to implement the catch-up strategy. The catch-up strategy requires the support of national industrial policies. It is very difficult and risky to rely solely on the strength of enterprises. Develop catch-up strategies through both market and government aspects to avoid the negative impacts of blindly emphasizing policy intervention and price distortions. In terms of market, the emphasis is on using cost advantages to first enter low-end markets at home and abroad, rather than relying too much on protective policies such as import quotas and licenses. In terms of *** policies, it emphasizes the establishment of an innovative risk fund mechanism and uses financial means to share corporate risks; develops basic disciplines and concentrates national efforts on public relations for major key technologies
What are the common types of fever?
Heat types can be divided into residual heat, relaxation heat, intermittent heat, relapsing heat, wave heat and irregular heat.
1. Residual fever refers to a significant increase in body temperature above 39 to 40°C, with a temperature fluctuation of no more than 1°C within 24 hours. It is common in typhoid fever, lobar pneumonia, epidemic cerebrospinal meningitis, The symptoms of scrub typhus and other symptoms are obvious.
2. Chitotic fever refers to a body temperature curve type in which the body temperature fluctuates by more than 2°C within 24 hours, but the lowest point does not reach the normal level. It is common in the remission period of typhoid fever, Sepsis, rheumatic fever, bacterial liver abscess, etc.
3. Intermittent fever, the body temperature suddenly rises to a peak, lasts for several hours, and then quickly drops to normal levels. The apyretic period can last from 1 to several days. In this way, the high fever period and the afebrile period alternate repeatedly. Seen in malaria, acute pyelonephritis, etc.
4. Relapsing fever refers to the type of body temperature curve in which high fever lasts for several days and then subsides on its own, but reappears a few days later. It can be seen in relapsing fever, Hodgkin's disease, etc.
5. Wave-like fever in which the body temperature gradually rises to 39°C or above, then gradually drops to normal levels after a few days, continues for several days, then gradually rises again, and so on many times. Common in brucellosis.
6. The body temperature curve of irregular fever has no certain rules and can be seen in tuberculosis, rheumatic fever, bronchopneumonia, effusion pleurisy, etc. What development strategies does our country have?
1. Six major strategies to promote coordinated regional development since the reform and opening up: 1. Strategy to narrow regional development gaps 2. Overall regional development strategy 3. Land development pattern strategy 4. Regional integration strategy 5. Support strategy for special areas and poor areas 6. Urbanization strategy with Chinese characteristics 7. Implementation areas Policy guarantee measures for coordinated development strategies
2. Sustainable development strategy: Development that meets the needs of the present without compromising the ability of future generations to meet their own needs. The core idea of ??sustainable development is that human beings should coordinate the interrelationships between population, resources, environment and development, and pursue development without harming the interests of others and future generations.
Three. Population strategy: (1) Guided by the Scientific Outlook on Development, further enrich the content of the Scientific Outlook on Development from the perspective of “large population”. (2) Collect basic population data accurately and provide solid and scientific basic population data for the formulation of the “11th Five-Year Plan”. (3) Draw a blueprint for China's mid- to long-term population development, and address major issues in the coordinated and sustainable development of population, economic, social, and resource-environmental issues, and propose relevant policy recommendations that are compatible with the comprehensive construction of a moderately prosperous society and population development. (4) Establish a comprehensive decision-making information system for population and development.
Four. International strategy: mainly involves China and the United States, China and Japan, and China and Russia. China and South Korea, China-EU relations.
1. Sustainable development strategy
2. Strategy to rejuvenate the country through science and education
Family planning, environmental protection, development of the western region, revitalization of the old industrial base in Northeast China, and the rise of central China , Tianjin Binhai New Area construction, agricultural tax reduction, compulsory education reform, military development plan... What are China's development strategies?
1. Sustainable development strategy
2. Strategy for rejuvenating the country through science and education
3. Strategy for governing the country according to law
4. Taking a new path of industrialization
5. Western Development Strategy
6. Strategy to revitalize the old industrial base in Northeast China
7. Promote urbanization strategy
8. Talent Strategy
9. China’s Peaceful Rise Strategy
China’s Economic Development Strategy
China*** and China*** are based on their own national conditions and the international environment The long-term goals of socialist economic construction and social development determined by changes in the situation, as well as the main steps, major policies and measures taken to achieve this goal.
The long-term goals of socialist economic construction and social development determined by the Communist Party of China and the Communist Party of China based on changes in their own national conditions and the international environment, as well as the main steps taken to achieve this goal, major policies and measures.
After the founding of the People's Republic of China, in the construction of socialist economy, attention was paid to considering economic issues from the perspective of the strategic overall situation and development prospects from the beginning. After the period of national economic recovery, it immediately entered the period of the First Five-Year Plan, started comprehensive and large-scale socialist construction, and achieved great achievements (see China's First Five-Year Plan). However, at that time, due to the lack of comprehensiveness and systematicness in the theories and methods for studying economic development strategies, especially later due to "Left" errors in guiding ideology, and due to the lack of experience in socialist construction, the choice of economic development strategic goals was difficult to achieve. And there have been major mistakes in the methods and paths to achieve goals.
The Third Plenary Session of the 11th Central Committee of the Communist Party of China achieved a strategic shift in the focus of the party and the country's work. It was also a change in China's socialist economic development strategy. This change mainly includes the following two aspects:
Change in guiding ideology. The Third Plenary Session of the Eleventh Central Committee of the Communist Party of China determined the ideological line of emancipating the mind and seeking truth from facts, and made a decision to shift the focus of work to the strategic decision-making of socialist modernization. This marks that the Chinese Communist Party has fundamentally broken through the shackles of long-term "Left" errors and corrected the guiding ideology of economic work. In researching and formulating economic development strategies, two fundamental changes have been achieved in guiding ideology. What are the economic zones included in the national development strategy
1. Bohai Rim Economic Zone
Introduction to the Bohai Rim Economic Zone
The Bohai Rim refers to the entire area surrounding the Bohai Sea and a vast economic area composed of parts of the coastal areas of the Yellow Sea. Located in the north of China along the west coast of the Pacific Ocean, it is the golden coast of China's northern coast and plays an important role in China's coastal development strategy of opening up to the outside world. The Bohai Rim region includes the two municipalities of Beijing and Tianjin, Liaoning, Hebei, Shanxi, Shandong and the central region of Inner Mongolia, as well as five provinces (regions) and two cities. The region has a land area of ??1.12 million square kilometers and a total population of 260 million people. There are 157 cities in the Bohai Rim region, accounting for about a quarter of the cities in the country. Among them, 13 cities have an urban population of more than one million. There are also views that the Bohai Rim is an economic zone with Beijing, Tianjin and Hebei as the core and Liaodong Peninsula and Shandong Peninsula as two wings. It mainly includes Beijing, Tianjin, Hebei, Shandong and Liaoning, which is the "3+2" of three provinces and two cities. economic region. It covers an area of ??518,000 square kilometers; has a population of 230 million, accounting for 17.5% of the country; and a regional GDP of 3.8 trillion yuan, accounting for 28.2% of the country.
Although the two have different views on the "extension" of the Bohai Rim Economic Zone, they both believe that, unlike the Pearl River Delta and the Yangtze River Delta, the Bohai Rim Economic Zone is a composite economic zone consisting of three secondary economic zones. That is, the Beijing-Tianjin-Hebei Circle, the Shandong Peninsula Circle and the Liaoning Peninsula Circle. The report of the 14th National Congress of the Communist Party of China proposed to speed up the development and opening up of the Bohai Rim region and listed this area as one of the key areas for open development in the country. Relevant national departments also formally established the concept of the "Bohai Rim Economic Zone" and Separate regional planning was carried out for it. Inter-regional economic cooperation, horizontal alliances, and complementary advantages have opened up broad development space for the Bohai Rim region.
: baike.baidu./view/293545.htm?fr=ala0_1
You can check Baidu Encyclopedia
2. West Coast Economic Zone
[Edit this paragraph]Region Introduction
The West Coast Economic Zone, referred to as "Haixi". The idea of ??an economic zone on the west coast of the Taiwan Strait has been around for a long time. Fujian originally proposed the concepts of southeastern Fujian and southern Fujian deltas, and later formed the idea of ??a prosperous zone on the west coast of the Taiwan Strait. According to the development of the situation, the above ideas have gradually been expanded into the development strategy of the Haixi Economic Zone. This is the accumulated result of the long-term exploration of Fujian's development path by successive provincial committees and provincial governments. The strategy of the West Coast Economic Zone was proposed based on the original development strategy of Fujian Province, especially the strategy of the West Coast Prosperity Belt. It is both a continuation and a sublimation of the original strategy. This concept was first fully and publicly proposed at the Second Session of the 10th Fujian Provincial People's Congress held in early January 2004. During the Two Sessions in 2006, words supporting the economic development of the "West Coast of the Strait" appeared in the "*** Work Report" and the "Eleventh Five-Year Plan" outline. It is planned that through 10 to 15 years of efforts, the West Coast of the Strait will form a large-scale industrial cluster. , port clusters, and city clusters have become developed regions for China's economic development and a cutting-edge platform serving the great cause of the reunification of the motherland. The economic zone takes Fujian as the main body and covers parts of the three provinces of Zhejiang, Guangdong and Jiangxi. The population is about 60 to 80 million in the "11th Five-Year Plan" of the West Coast Economic Zone Railway. The annual economic scale of the economic zone after completion is expected to be 1.7 trillion Yuan and above. It faces Taiwan, is adjacent to the Taiwan Strait, and is located on the west bank of the Taiwan Strait. It is a special regional economic complex that shoulders the historical mission of promoting the reunification of the motherland. Therefore, the construction of the West Bank Economic Zone is of great significance. Up to now, the economic zone on the west coast of the Taiwan Strait has expanded, including Fuzhou, Xiamen, Quanzhou, Zhangzhou, Longyan, Putian, Sanming, Nanping, Ningde in Fujian and Wenzhou, Lishui, and Quzhou in Zhejiang surrounding Fujian; Shangrao, Yingtan, Fuzhou, and Ganzhou in Jiangxi; Meizhou, Guangdong Chaozhou, Shantou, and Jieyang total 20 cities.
：baike.baidu./view/377230.htm
3. Yangtze River Delta Economic Zone
This is too familiar
4 , Pan-Pearl River Delta region
Pan-Pearl River Delta
The "Pan-Pearl River Delta" includes Fujian, Jiangxi, Guangxi, Hainan, Hunan, Sichuan, Jiangxi, Guangxi, Hainan, Hunan, and Sichuan, which are adjacent to the Pearl River Basin and have close economic and trade relations. The nine provinces and autonomous regions of Yunnan, Guizhou and Guangdong, as well as the two special administrative regions of Hong Kong and Macau, are referred to as "9 2". The "Pan-Pearl River Delta" covers an area of ??2.006 million square kilometers, has a total registered population of 456.98 million, and a total GDP of 5.26057 billion yuan (US$635.6 billion). Among them, 9 provinces and autonomous regions account for 20.9% of the country's area, 34.8% of the country's population, and 33.3% of the country's total GDP.
5. The Chengdu-Chongqing Economic Zone is centered on Chengdu and Chongqing, and mainly includes: Chongqing (urban area), Chengdu, Ya'an, Leshan, Mianyang, Deyang, Meishan, Suining, Ziyang, Yibin, Luzhou, Zigong, Neijiang, Nanchong, Guang'an, Dazhou, Guangyuan, Dujiangyan, Pengzhou, Qionglai, Chongzhou, Guanghan, Shifang, Mianzhu, Jiangyou, Emeishan, Langzhong, Huaying, Wanyuan, Jianyang and Jiangjin, Hechuan, Yongchuan in Chongqing, etc. 33 cities of different sizes and levels.
：baike.baidu./view/886732.