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china-value-creation-plan

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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]".

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Source SKILL.md: https://github.com/jwangkun/claude-for-financial-services-cn/blob/HEAD/vertical-plugins/private-equity/skills/china-value-creation-plan/SKILL.md

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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:

DimensionCurrent StateGap 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):

LeverDescriptionTypical ImpactTimeline
营收增长Organic growth acceleration20-50% revenue uplift12-36 months
毛利率优化Pricing, mix, cost reduction300-800 bps6-18 months
运营效率Working capital, OpEx100-300 bps margin6-18 months
渠道拓展New channels, geographies15-30% revenue12-24 months
并购整合Add-on acquisitions20-50% value12-36 months
成本优化Headcount, procurement10-20% OpEx6-12 months
数字化Digital transformation20-40% efficiency12-36 months
品牌升级Premium positioning10-20% pricing12-24 months
国际化Overseas expansionNew growth vector24-48 months
资本运作Refinancing, restructuringCost savings6-12 months

Step 3: 100-Day Plan

First 100 days post-close:

WeekPriorityActionExpected Outcome
1-2Management alignmentManagement calls, strategy sessionAligned priorities
3-4Financial deep diveDetailed financial analysisIdentified quick wins
5-8Operational assessmentSite visits, process reviewImprovement roadmap
9-12Quick wins executionLow-hanging fruitEarly 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

QuarterFocusKey Initiatives
Q1StabilizeManagement retention, quick wins
Q2OptimizeCost reduction, working capital
Q3GrowRevenue acceleration, new products
Q4ReviewProgress check, plan adjustment

Year 2: Acceleration

QuarterFocusKey Initiatives
Q1ScaleChannel expansion, capacity
Q2InnovateR&D investment, new products
Q3ExpandGeographic / segment expansion
Q4ConsolidateM&A, integration

Year 3: Exit Preparation

QuarterFocusKey Initiatives
Q1OptimizeFinal push on margins
Q2Clean upBalance sheet optimization
Q3PrepareIPO / sale readiness
Q4ExecuteExit execution

Step 5: Financial Impact Model

Value creation waterfall:

Value DriverImpact (亿)Probability
Revenue growth+XHigh/Med/Low
Margin expansion+XHigh/Med/Low
Multiple expansion+XHigh/Med/Low
De-leveraging+XHigh/Med/Low
Total Value Creation+X

EBITDA bridge:

ItemYear 0Year 1Year 2Year 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:

KPIFrequencyTarget
Revenue growthMonthly>XX%
EBITDA marginQuarterly>XX%
Customer acquisitionMonthly<¥XX
Cash conversionQuarterly>XX%
Market shareSemi-annualTop 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

ToolApplication 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

AreaTypical ChallengeSolution
财务管理Weak FP&A, cash managementImplement financial controls
销售体系Chaotic channel managementSystematic channel strategy
生产管理Low efficiency, high wasteLean manufacturing
数字化Legacy IT systemsERP, CRM implementation
人才管理Limited management depthExternal hires, training
公司治理Related party issuesGovernance overhaul

China Market Considerations

FactorValue 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:

  • Baseline data current and accurate
  • Value creation levers realistic
  • Financial impact quantified
  • Timeline achievable
  • KPIs measurable
  • Governance structure defined
  • Risk factors addressed

Data Source Mode Switch: Set env var IFIND_DATA_SOURCE_MODE to control data source preference.

  • ifind-only (strict): Use iFind only, error if unavailable
  • ifind-fallback (default): iFind preferred, fallback to AkShare
  • akshare-only: Skip iFind, use AkShare only