/china-value-creation-plan

name: china-value-creation-plan
description: Post-close value creation plans for China-focused portfolio companies. Adapted from the original value-creation-plan skill for Chinese business context, management practices, and market dynamics. Triggers on "A股投后增值", "价值提升计划", "value creation plan China", "100-day plan China", "portfolio value creation", or "value creation [company]".

china-value-creation-plan

Purpose

Develop **A股投后价值提升计划** — structured value creation roadmaps for China-focused portfolio companies.

Data Sources

Primary: iFind MCP (Tier-1 付费) / AkShare MCP (Tier-2 免费备选)

get_quote(ticker)                        → Current valuation
get_financials(ticker, "income")         → Financial baseline
get_industry_stocks(industry="...")       → Peer benchmarks

Secondary Sources

• 巨潮 — company filings
• 券商研报 — sector analysis
• Wind / Choice — operational data

Workflow

Step 1: Baseline Assessment

**Current state analysis:**

| Dimension | Current State | Gap to Best-in-Class | |-----------|--------------|---------------------| | Revenue growth | [X%] | [X%] | | Gross margin | [X%] | [X%] | | EBITDA margin | [X%] | [X%] | | ROE | [X%] | [X%] | | Working capital | [X days] | [X days] | | Capex efficiency | [X% of rev] | [X% of rev] |

Step 2: Identify Value Creation Levers

**Standard levers (adapted for China):**

| Lever | Description | Typical Impact | Timeline | |-------|-------------|---------------|----------| | 营收增长 | Organic growth acceleration | 20-50% revenue uplift | 12-36 months | | 毛利率优化 | Pricing, mix, cost reduction | 300-800 bps | 6-18 months | | 运营效率 | Working capital, OpEx | 100-300 bps margin | 6-18 months | | 渠道拓展 | New channels, geographies | 15-30% revenue | 12-24 months | | 并购整合 | Add-on acquisitions | 20-50% value | 12-36 months | | 成本优化 | Headcount, procurement | 10-20% OpEx | 6-12 months | | 数字化 | Digital transformation | 20-40% efficiency | 12-36 months | | 品牌升级 | Premium positioning | 10-20% pricing | 12-24 months | | 国际化 | Overseas expansion | New growth vector | 24-48 months | | 资本运作 | Refinancing, restructuring | Cost savings | 6-12 months |

Step 3: 100-Day Plan

**First 100 days post-close:**

| Week | Priority | Action | Expected Outcome | |------|----------|--------|-----------------| | 1-2 | Management alignment | Management calls, strategy session | Aligned priorities | | 3-4 | Financial deep dive | Detailed financial analysis | Identified quick wins | | 5-8 | Operational assessment | Site visits, process review | Improvement roadmap | | 9-12 | Quick wins execution | Low-hanging fruit | Early wins, momentum |

**Quick wins (high impact, low effort):**

• Working capital optimization
• Non-core asset disposal
• Supplier renegotiation
• Pricing optimization
• Headcount rationalization

Step 4: 3-Year Value Creation Roadmap

**Year 1: Foundation**

| Quarter | Focus | Key Initiatives | |---------|-------|-----------------| | Q1 | Stabilize | Management retention, quick wins | | Q2 | Optimize | Cost reduction, working capital | | Q3 | Grow | Revenue acceleration, new products | | Q4 | Review | Progress check, plan adjustment |

**Year 2: Acceleration**

| Quarter | Focus | Key Initiatives | |---------|-------|-----------------| | Q1 | Scale | Channel expansion, capacity | | Q2 | Innovate | R&D investment, new products | | Q3 | Expand | Geographic / segment expansion | | Q4 | Consolidate | M&A, integration |

**Year 3: Exit Preparation**

| Quarter | Focus | Key Initiatives | |---------|-------|-----------------| | Q1 | Optimize | Final push on margins | | Q2 | Clean up | Balance sheet optimization | | Q3 | Prepare | IPO / sale readiness | | Q4 | Execute | Exit execution |

Step 5: Financial Impact Model

**Value creation waterfall:**

| Value Driver | Impact (亿) | Probability | |-------------|-------------|-------------| | Revenue growth | +X | High/Med/Low | | Margin expansion | +X | High/Med/Low | | Multiple expansion | +X | High/Med/Low | | De-leveraging | +X | High/Med/Low | | **Total Value Creation** | **+X** | |

**EBITDA bridge:**

| Item | Year 0 | Year 1 | Year 2 | Year 3 | |------|--------|--------|--------|--------| | Baseline EBITDA | | | | | | Revenue growth | | +X | +X | +X | | Margin improvement | | +X | +X | +X | | Cost savings | | +X | +X | +X | | M&A | | +X | | | | **Target EBITDA** | | | | |

Step 6: Monitoring & Governance

**KPIs to track:**

| KPI | Frequency | Target | |-----|-----------|--------| | Revenue growth | Monthly | >XX% | | EBITDA margin | Quarterly | >XX% | | Customer acquisition | Monthly | <¥XX | | Cash conversion | Quarterly | >XX% | | Market share | Semi-annual | Top X |

**Governance structure:**

• Board seats (董事会席位)
• Monthly/quarterly reporting
• Management incentive alignment (管理层激励)
• Annual strategy review

China-Specific Value Creation

Management Alignment

| Tool | Application in China | |------|---------------------| | 管理层股权激励 (ESOP) | 期权, 限制性股票, 虚拟股 | | 跟投机制 | Management co-investment | | 对赌协议 (VAM) | Performance-based earnout | | 董事会席位 | Board representation | | 重大事项一票否决 | Veto rights on key decisions |

Common Improvement Areas

| Area | Typical Challenge | Solution | |------|------------------|----------| | 财务管理 | Weak FP&A, cash management | Implement financial controls | | 销售体系 | Chaotic channel management | Systematic channel strategy | | 生产管理 | Low efficiency, high waste | Lean manufacturing | | 数字化 | Legacy IT systems | ERP, CRM implementation | | 人才管理 | Limited management depth | External hires, training | | 公司治理 | Related party issues | Governance overhaul |

China Market Considerations

| Factor | Value Creation Impact | |--------|----------------------| | 政策周期 | Align value creation with policy cycles | | 市场规模 | TAM still large in many sectors | | 竞争格局 | Consolidation opportunities | | 数字化 | Leapfrog opportunities | | 国际化 | Export potential for many sectors |

Quality Checks

Before delivering:

• [ ] Basel