CGGC was a mismatch from the outset. They represented the old...

CGGC was a mismatch from the outset. They represented the old way of penetrating China. The western companies bring in the know how, and CGGC forces their way to into boardrooms and contracts by sheer size. Then Xi Jin Ping cracked down on corruption. The bureaucracy became competitive against counterparts in other provinces to outdo one another in meeting KPI’s. Performance was more important than kickbacks.

The current team then realised that the CGGC model was flawed. Thankfully, they had the wherewithal to handle complexities. Hitting one province, one district, one SOE at a time. Build from the bottom up. More time consuming but more relational in the process. Tripartite (Govt, Systems Integrator, FLC as foreign investor/supplier) arrangements to create win win outcomes: local governments look good from receiving foreign investment, SOE enhances environment, FLC supplies.

In meantime, FLC grows up, it’s reputation grows and stands on its own. No need for a CGGC anymore.

@Relax1, that is exactly how a acorn of a foreign company becomes a unicorn.