Wednesday, April 13, 2011

How To Make Baozi

If you've ever been in any Chinatown anywhere in the world, your curiosity might have been piqued by the sight of snowy white buns being kept warm in steamers. Baozi, or steamed bun, is one of the staples of Chinese cuisine, served by street vendors and enjoyed anytime of day. It is a popular breakfast dish in China.

The Origination
According to China Daily, Zhuge Liang (181-234), a military strategist from the Three Kingdoms period (220-280), is credited with inventing the baozi. He and his troops were on an expedition to south China when his army caught a plague. Zhuge made a bun shaped like a human head from flour, pork and beef. The bun, called mantou (flour head) was offered as a sacrifice to the gods and was later given to the soldiers to cure their illness.

The name stuck in parts of southern China. In Shanghai, steamed bread, either with or without filling, is still called mantou. In northern China, though, people call the bun baozi, as bao means wrapping.
The thought of steamed bread -- for in essence, this is what baozi is – might not seem appetizing to the Western palate. But it really is worth a try. There are as many types of baozi as there are fillings, and only the imagination can limit what you can put inside these buns.

How to make baozi
Ingredients
DOUGH
1 ½ cups warm water
3 tsp dry yeast
2 Tbsp white sugar
4 cups white bread flour
½ tsp salt
½ tsp sesame oil
FILLINGS
There are the classic fillings of pork and beef, of course. Marinate some pork, with fat, if you can get it, in a mixture of soy sauce, sugar, ground black pepper, cooking wine, salt, ginger powder or fresh grated ginger, chopped green onion, sesame oil. How many each seasoning you should put in depends on your taste. You can adjust. You may add some cold water to make the fillings softer.

You could also try using oriental meatballs with salted eggs, duck meat, shredded chicken or even just vegetables,or red bean paste for filling. In Cantonese cuisine, there is cha siu baau, a steamed bun filled with barbecued pork.
Making a dough
1. Stir the yeast and 1 tablespoon of sugar into 1 cup of the warm water. Let stand for 15 minutes. Skip this step if your yeast does not need proofing (it will say so on the packet)
2. Sift the flour and sugar together.
3. If you pre-mixed the yeast, add to the flour and the rest of the sugar in a mixing bowl.
4. If you didn't pre-mix the yeast, mix flour, salt if desired, and the sugar, then mix in yeast in a mixing bowl.   Add 1 cup of the water in a steady stream, mixing constantly.
5. Mix together. The dough will begin to form a ragged clump. If the dough does not stick together, add a small amount more water.
6. Knead dough for 5-10 minutes. The dough will stiffen, and should spring back slowly when indented with a finger. The surface should be smooth and slightly shiny.
7. Coat the bottom of a large bowl with the sesame oil to give a thin film, and place the dough in the bowl. Roll over so it is coated with the oil.
8. Allow dough to rise and double in volume in a warm place for 1-1½ hours, or in a cool place like a fridge for 2-3 hours. A slow rise in a cool place will produce a finer texture.
9. Punch dough down. If you wish at this point, you can allow it to rise and double again, in a warm or cool place, and punch down again. A double rise also results in a finer, more tender texture.
10. Form into a large pancake shape.
11. Divide the dough into two long rolls, and cut each into 6 pieces.
12. Roll each piece of dough into a ball. If you are making plain baozi, go straight to Step 19 now. If making filled baozi, then flatten each ball into a 6-inch disc.
13. Shape the disc so that it is significantly thicker in the centre than at the edges.
14. Position one hand as if you were holding a normal drinking glass, and place a disc of dough over the top.
15. Using two fingers, push the centre of the disc down by about 1 inch.
16. Place 1 dessert spoon of filling into the well you just made in the dough.
17. Still holding your hand in position, use your other hand to fold the edges of the dough together, in a sort of pleated fashion.
18. Pinch edges together and twist (so that you twist a small portion at the top right off) to close the baozi.
19. Place baozi on cabbage leaves or directly in the steamer, 3 inches to a side.
20. Allow to rise in warm place 1 hour. The dough should end up springy to the touch.

 Cooking
1. Place buns in a steamer. Try to position so they do not touch one another. It will almost certainly require several batches to steam all the buns, unless you have lots of steamers, or a very big one. You can put them seam up (opening flower effect) or seam down (smooth, round top).
2. Steam buns over gently boiling water for 20 minutes.
3. After this time, remove the pan and steamer from heat, but don't remove the steamer from the pan, or lift the lid of the steamer. By allowing the steam to subside gradually like this, you prevent the dough from collapsing on contact with the cold air.
4. After a few minutes, carefully lift the lid and remove the bun gently from the steamer.
5. When cool enough to handle, remove parchment paper from bottom of buns. Serve warm.
 /Originally written by Geni Raitisoja, adapted by Qing, thanks for the photo contributors 

Tuesday, April 12, 2011

How EBay Failed In China

In 2004, eBay had just entered China and was planning to dominate the China market. Alibaba was a local Chinese company that helped small- and medium-sized enterprises conducting business online. Most people in the West had barely heard about it.

When eBay entered the China market, Jack Ma, founder and CEO of Alibaba, was alarmed that “someday, eBay would come in our direction.” He knew too well that there was no clear distinction between small businesses and individual consumers in China. As a defensive strategy, Ma decided to launch a competing consumer-to-consumer (C2C) auction site, not to make money, but to fend off eBay from taking away Alibaba’s customers.

A new Web site named Taobao—meaning “digging for treasure”—was launched free of charge for individuals buying and selling virtually any consumer goods, from cosmetics to electronic parts.

In 2004, I visited Alibaba at its headquarters in Hangzhou. It is located on a campus of three ten-story buildings in the northeastern part of Hangzhou, about a ten-minute taxi drive from West Lake. In the lobby, a flat panel TV was streaming video clips of Jack Ma speaking at various public events where his admirers, most of them in their twenties, were cheering him like a rock star. While visiting Alibaba’s headquarters in Hangzhou, I felt the same “insanely great” energy of entrepreneurship as I felt in Silicon Valley. When I asked a senior manager at Alibaba whether the company was worried that it would be bought by eBay, I was blown away by the answer: “We will buy eBay!”

EBay, on the other hand, began its most aggressive campaigns to dominate the market and thwart competitors. Soon after Taobao was launched, eBay signed exclusive advertising rights with major portals Sina, Sohu, and Netease with the intention of blocking advertisements from Taobao. In addition, eBay injected another $100 million to build its China operation, now renamed “eBay EachNet,” and was spreading its ads on buses, subway platforms, and everywhere else.

Ma fought back cleverly. Knowing that most small business people would rather watch TV than log on to the Internet, Ma secured advertisements for Taobao on major TV channels. In 2004, one could easily feel the heat of fierce competition between eBay EachNet and Taobao. When I was taking a taxi in Shanghai, I noticed the ads of eBay EachNet on the back of the driver’s seat; when I checked into my hotel, I heard the ads for Taobao popping up on TV almost every half hour. Since its name means “digging for treasure” in Chinese, it attracted a lot of attention by a smart play on words. While most people in the West had never heard of Taobao, its name was heard loud and strong in China.

Nevertheless, most industry observers were suspicious about Taobao’s future, particularly its sustainability. Unlike eBay EachNet, which charged its sellers for listing and transaction fees, Taobao was free to use. Neither Ma nor any members from the management team gave a definite timeline as to how long this “free period” was going to last. “Free is not a business model,” the doubters said. Some thought Ma was crazy and nicknamed him “Crazy Ma.”

No doubt Crazy Ma was changing the game. Taobao got a quick start with its free listings and continued to gain momentum as more and more users switched from eBay EachNet to Taobao. According to a Morgan Stanley report, Taobao was more customer focused and user friendly than eBay EachNet. With most users not sophisticated about auctions, the majority of Taobao’s listings were for sales. Only 10 percent of its listings were for auctions, while eBay EachNet had about 40 percent of its listings for auctions. Taobao had also better terms for its customers: it offered longer listing periods (fourteen days) and let customers extend for one more period automatically. EBay EachNet did not have this flexibility.

Taobao’s listings appeared to be more customer-centric while eBay EachNet’s listings more product-centric. For example, Taobao’s listings were organized into several categories, such as “Men,” “Women,” and so on, while eBay EachNet stuck to its global platform, grouping users into “Buyers” and “Sellers.” At that time, China had about three hundred million cell phone users versus ninety million Internet users. Taobao offered instant messaging and voice mail to mobile phones for buyers and sellers because Chinese users were cell-phone savvy rather than computer savvy.

It was clear that Taobao had an upper hand against its global counterpart because it really understood Chinese customers. As a result, Taobao had higher customer satisfaction than eBay EachNet. According to iResearch, a Beijing-based research firm, the user satisfaction level was 77 percent for Taobao versus 62 percent for eBay EachNet. The experience of competing with eBay gave Ma tremendous confidence. He was determined to win: “eBay may be a shark in the ocean, but I am a crocodile in the Yangtze River. If we fight in the ocean, we lose—but if we fight in the river, we win.”

By March 2006, Taobao had outpaced eBay EachNet and became the leader in China’s consumer-to-consumer (C2C) market, with 67 percent market share in terms of users, while eBay EachNet had only 29 percent market share. “The competition is over,” Ma exclaimed. “It’s time to claim the battlefield.”

On December 20, 2006, Meg Whitman, eBay’s then CEO, flew to Shanghai to take part in a press conference to announce a new joint venture with Beijing-based Internet portal Tom Online, which provides wireless value-added multimedia services. It was, in reality, a formal announcement of eBay’s withdrawal from the online auction market in China. EBay shut down its China site, eBay EachNet, and took a back seat to a company with only $173 million in revenue and no experience in the online auction business.

Jack Ma represents a new generation of savvy Chinese competitors who should not be underestimated. They study their markets and bring to bear their local knowledge. They learn from their competition and from their own mistakes as they move up the competitive landscape.The case of Alibaba provides an invaluable lesson for multinationals to succeed in China market:
First, eBay failed to recognize that the Chinese market and the business environment are very different from that of the West. EBay sent a German manager to lead the China operation and brought in a chief technology officer from the United States. Neither one spoke Chinese or understood the local market. It was eBay’s biggest mistake.
Second, because the top management team didn’t understand the local market, they spent a lot of money doing the wrong things, such as advertising on the Internet in a country where small businesses didn’t use the Internet. The fact that eBay had a strong brand in the United States didn’t mean it would be a strong brand in China.
Third, rather than adapt products and services to local customers, eBay stuck to its “global platform,” which again did not fit local customers’ tastes and preferences.
  /Written by  Helen H. Wang for Forbes/

Monday, September 04, 2006

洗衣房的笑话

有一天去洗衣服,找到经常使用的一块五一锅的洗衣机,随手便把衣服塞进某一台中,接着将detergent倒入小槽中,然后去换quarter,回来后看也没看,就往洗衣机的硬币槽里投钱,看着机器转起来了,啥也没想,便径直坐到一边的椅子上,看起书来。


28分钟过去了,约莫着衣服该洗完了,我走过去一瞧,诶,怎么放衣服的那个洗衣机根本没动?准是机器又有问题了,我猜想。随即叫来服务生,她说:Are you sure you put enough money in this machine? 我十分确信的回答她:I'm pretty sure. 可就在这个时候,我发现 靠左的机器居然在空转!难道我把钱塞到那台机器里了?It's impossible! It's ridiculous! 我在心里把这句话重复了若干遍。

结果呢,我的确是干了件愚蠢的事^_^。好在服务生很理解,让我在另一台机器里洗了衣服,也没再收额外的钱。

Saturday, August 26, 2006

货币上的美国历史--开国财长

今天翻书时,发现了一张面值10美元的纸币,细看上面的头像,原来是顶顶大名的美国开国财政部长汉密尔顿(Alexander Hamilton)。

汉密尔顿是唯一非美国本土出生的开国元勋。和本杰明•富兰克林(Benjamin Franklin)一样,是出生平民之家的另一位显要人物。9岁开始为一个纽约商人工作,因天资聪明,有远大志向,15岁便授资助去国王学院(现在的哥伦比亚大学)学习法律。在独立战争期间成为乔治•华盛顿(George Washington)的幕僚,后成为华盛顿政府的财政部长。汉密尔顿想按照英格兰银行的模式建立中央银行,以代替政府管理财政并监管国家货币供应,虽于1791年在费城成立合众国银行,即中央银行的雏形,但最终因政治对手的极力反对,而未实现他的这一愿望。任职期间,他主推的财政政策给美国经济带来了繁荣景象,对纽约后来成为商业和金融中心产生了最深远的影响。

目前美联储正担当着中央银行的重要角色。

Thursday, August 24, 2006

游学美国杂感

∮在美国生活学习,一定要把脸皮练得厚些。

∮全球化的一个结果,可能是人们的穿着会变得相似,无论是西方人还是东方人。

∮在西方,常常会看见男男女女老老少少拥抱在一起,这在他们来说就像中国人见面说“吃了吗”一样稀松平常,而对与中国人来说,若是这样抱在一起,就觉着怪怪的。文化不同,礼仪不同。有时候我倒很羡慕他们这种人和人之间亲近的关系,尤其是父母和孩子之间的拥抱。