China Value Creation Plan

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]".

jwangkun 4a070b6 6.7 KB Updated Sep 17, 2026

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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:

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:

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

---name: china-value-creation-plandescription: 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## PurposeDevelop **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)```pythonget_quote(ticker) → Current valuationget_financials(ticker, "income") → Financial baselineget_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 ChecksBefore 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

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