• On December 19th 2006, SDR and SinoStrategy held a press conference, announcing the merger of the two companies and the establishment of (new) SDR Consulting Co., Ltd.

In 2001

• On October 8th, Mr. Matthew Meng founded Unilliance Consulting in Zhongguancun, after his five years consulting experience in Accenture (formerly Anderson Consulting) as a strategy manager.

• On October 15th, Unilliance was awarded the strategy consulting project by Vantone Real Estate through bidding, which was the first strategy consulting project in China real estate industry.

• In December, Unilliance signed contracts with Beijing Municipality Government and Samsung (China) for strategy and operation consulting projects. Since then these two clients have been continuously worked with Mr. Meng’s team with more than 15 consulting projects in five years.

In 2002

• On April 1st, with more than 10 years working experience in consulting practice in the US Mr. Tao Yong started SDR Consulting in Beijing after leaving his position as the executive director of Navigant.

• From June to December, SDR undertook several consulting projects for a leading telecommunication operator in china in difference areas such as strategic development, regulatory research, technology road map development and brand management.

In 2003

• In February, Unilliance merged with Bexcel Management Consulting, and established Beijing Bexcel Kexun Consulting through reorganization.

• In June, SDR, in cooperation with domestic and overseas experts teams, provided its first Olympic strategic planning service for a leading telecommunication operator in China.

• In July, Bexcel Kexun invested in and established the first PeopleSoft local implementation team in China, and in early 2004, the size of this team exceeded that of IBM and Capgemini in China, making it the largest implementation team of PeopleSoft in China

• In August, SDR in cooperation with domestic and overseas experts teams, provided Olympic strategic planning service for a leading airlines corporation in China.

• Throughout 2003, SDR continued to provide consulting service for the leading communication operator in China, with its “in-depth consulting” model began to take shape.

• Since October to June in 2006, Bexcel Kexun had signed contracts with Baida RE, China Electronic Science Corporation, China Railway, Shanghai Broadcasting and Electronic Corporation, COSCO and China Minmetals Corporation respectively for consulting projects.

In 2004

• In February, SDR engaged in China business development planning projects for a telecommunication enterprise listed in NASDAQ.

• In February, SDR cooperated with domestic and foreign expert teams, engaged in Olympic partnership bidding project for the leading telecommunication operator in China.

• On June 1st, While Capgemini acquired Shanghai Bexcel and Shenzhen Bexcel, Beijing Bexcel Kexun Consulting reorganized and independently came into operation after spin off the IT consulting team. On August 8th, Bexcel Kexun renamed as SinoStrategy Consulting.

• On November 1st, “SinoStrategy Review” started publication.

• From March to December, SDR continuously provided consulting services to the leading telecommunication operator in China, with “in-depth consulting” model established.

• From August to December, SinoStrategy signed contracts with Air China, Hainan Airlines, Lenovo, Bright Food, Samsung, COSCO, Beijing Tongren Hospital, Baida and Beijing Municipal Government respectively with double revenue of same period in 2003.

In 2005

• In January, SinoStrategy established its office in Shanghai.

• In May, the new partners of SinoStrategy signed agreements, with 4 new partners joined in at the same time.

• In May, SDR delivered several consulting projects for the leading home appliance corporation including its bidding for Olympic sponsorship.

• SDR started to provide consulting services for the leading nuclear power generating company with projects including strategic development and corporate governance and control model.

• The brand of “SinoStrategy Strategy Practice” was redefined as SinoStrategy Consulting, and the model of “integrated consulting” was officially established after many clients continuously signed their 5th or 6th consulting contracts with SinoStrategy.

• Throughout the whole year, SDR continued to provide consulting services to the leading telecommunication operator in China.

In 2006

• Throughout the whole year, SDR continued to provide consulting services to the leading telecommunication operator with projects including process reengineering, human resource management, budget management and business planning.

• Throughout whole year, SDR continued to provide consulting services to the leading nuclear power generating corporation with consulting projects including corporate strategy, management forum and corporate investments.

• Beweeen June to December, SDR provided business planning services for several major media companies in China.

• On December 19th 2006, SDR and SinoStrategy held a press conference, announcing the merger.