Accenture knew that we had a very good relationship with many companies of primary and secondary line brands in China, which was exactly the new market they wanted to develop. 

 

When discussing about our cooperation,

I said: "We can introduce you to our key accounts directly if they need consultancy services."

However, they wanted to integrate us into their own team, and keep us as one of their solutions in the market.

 

 

I asked: "What’s the price for clients?"

They answered: "At least RMB 30k-40k, as we are Accenture."

 

I asked: "Then can we still sell our software independently?" They answered: "No."

I said: "Then we will lose a great part of our potential market because the price is too high."

 

Accenture was right, but we prefer our own independence.  

 

The time had changed. The mindsets of ERP/SCM had become more mature. It was no longer our only option to cooperate with them vertically. It’s better to cooperate with horizontally.

 

Both sides wanted to enlarge our own market shares. We could cover smaller companies. And comparing to its key competitors, it was exactly what Accenture wants too.