「m&a」の検索結果

Build a list of potential strategic and financial acquirers for A-share sell-side M&A mandates. Adapted from the original buyer-list skill for Chinese market acquirer universe. Triggers on "A股买方名单", "潜在收购方", "buyer list China", "strategic buyers China", "who would buy this A-share company", or "build buyer universe".

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Structure and draft Confidential Information Memorandums (CIMs) for A-share sell-side M&A processes. Organizes company information into professional, investor-ready documents with Chinese market context. Triggers on "A股CIM", "保密信息备忘录", "CIM China", "confidential memorandum A-share", or "offering memorandum [company]".

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Your finance brain trust and decision partner. Named personas across 7 cells: valuation/corporate finance, investing, accounting/FP&A, macro, fintech, behavioral, and capital markets/M&A/private. Markets/quant/derivatives are reserved for…

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Technical due diligence for M&A, investment, or acquisition. Reads a target company's codebase and generates a comprehensive tech DD report with architecture assessment, tech debt quantification, scalability analysis, security posture, team capability inference, build system quality, test coverage, deployment maturity, and open source license risks. Outputs tech-dd-report.md formatted like a real investment memo with risk ratings, remediation costs, and go/no-go recommendation.

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Build institutional-grade comparable company analyses with operating metrics, valuation multiples, and statistical benchmarking in Excel/spreadsheet format. **Perfect for:** - Public company valuation (M&A, investment analysis) - Benchmarking performance vs. industry peers - Pricing IPOs or funding rounds - Identifying valuation outliers (over/under-valued) - Supporting investment committee presentations - Creating sector overview reports **Not ideal for:** - Private companies without comparable public peers - Highly diversified conglomerates - Distressed/bankrupt companies - Pre-revenue startups - Companies with unique business models

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Build professional financial services data packs from various sources including CIMs, offering memorandums, SEC filings, web search, or MCP servers. Extract, normalize, and standardize financial data into investment committee-ready Excel workbooks with consistent structure, proper formatting, and documented assumptions. Use for M&A due diligence, private equity analysis, investment committee materials, and standardizing financial reporting across portfolio companies. Do not use for simple financial calculations or working with already-completed data packs.

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Growth strategy analysis, organic growth decomposition, inorganic growth, M&A strategy, pipeline analysis, revenue growth drivers, strategic initiatives, expansion strategy, growth trajectory, product pipeline growth

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管理咨询 (管理咨询 (Management Consulting) — 战略与管理咨询的职业认知操作系统，从业者/咨询顾问/想入行者/采购咨询服务的客户视角。覆盖: (a) 第一性张力 — 假设驱动 (hypothesis-driven / answer-first / Day-1 answer) 的「先有答案再验证」⇄ 数据驱动 (data-led / bottom-up) 的「先穷尽事实再归纳」，这行的核心张力是「先射箭再画靶 vs 先画靶再射箭」，资深人偏 top-down 假设树减少 boil-the-ocean，但要时刻防 confirmation bias; 以及更深层的张力 — 「卖洞见 (insight / so-what) vs 卖工时 (analysis / 体力)」，「客户影响 (client impact / 落地) vs 智识严谨 (intellectual rigor / 漂亮 deck)」; (b) 方法论正典 (最标准化、最易蒸出高质量) — MECE (相互独立完全穷尽)、issue tree / logic tree (问题树/逻辑树)、hypothesis-driven problem solving (假设驱动)、Pyramid Principle (Minto 金字塔原理: SCQA 情境-冲突-疑问-回答 + 结论先行 + 自上而下 + 归纳/演绎)、80/20 (帕累托/抓大放小)、so-what (所以呢/洞见提炼)、storyline (故事线/ghost deck 鬼影稿)、driver tree / profit tree、2x2 矩阵、value chain、frameworks (Porter 五力/3C/4P/7S/BCG 矩阵/价值链) 既是脚手架也是陷阱 (套框架 vs 真洞见); (c) 行业结构 — MBB (McKinsey/BCG/Bain 战略三巨头) vs Big Four 咨询臂 (Deloitte/PwC Strategy&/EY-Parthenon/KPMG) vs 精品战略所 (Oliver Wyman/Kearney/Roland Berger/L.E.K./Arthur D. Little) vs 专业/职能 boutique (运营/数字化/PE 尽调); up-or-out (非升即走)、leverage model (杠杆模型: 1 个合伙人带多个 EM/咨询师/分析师的金字塔)、partner/principal/EM(项目经理)/associate(咨询师)/analyst(分析师) 职级; (d) 项目交付模型 (the case/study/engagement) — 提案/SOW (scope of work)、problem definition (问题定义/真问题 vs 表象问题)、workplan (工作计划)、hypothesis tree (假设树)、analysis (分析/建模)、synthesis (综合)、recommendation (建议)、implementation (落地); 客户管理 (steering committee 指导委员会、stakeholder 利益相关方、对齐); (e) 产出物 — the deck (PPT 幻灯片是咨询的母语)、executive summary、action title (行动标题/每页一句话结论)、ghost deck (先搭骨架后填数据)、Excel 财务模型、framework 图; (f) 职业/招聘 — case interview 生态 (案例面试: Victor Cheng LOMS/Case in Point/market sizing 市场估算/估算题/fit 行为面)、网申-笔试-案例面、up-or-out、exit options (退出路径: PE/VC/corp dev 企业发展/战略岗/创业/industry); (g) 争议/批判 — 咨询的价值之辩 (「借你的表告诉你时间」「frameworks 是剧场表演 vs 真洞见」Matthew Stewart《The Management Myth》)、McKinsey 的丑闻 (Purdue 阿片类/独裁政府/ICE/利益冲突, Bogdanich & Forsythe《When McKinsey Comes to Town》)、咨询 vs 自建战略部、generalist 通才 vs specialist 专才之争、AI/GenAI 对初级分析师工作的冲击; (h) 流派 — 战略经典 (Porter 定位学派/五力 vs 资源基础观 RBV vs 蓝海战略 Kim&Mauborgne vs 颠覆式创新 Christensen vs Mintzberg 应急战略批判 planning school); 三巨头气质分野 (McKinsey 事实驱动/CEO 信任/通才, BCG 概念/思想领导力/经验曲线/增长-份额矩阵, Bain 结果导向/NPS 净推荐值/PE 关系/与客户深度绑定)。不含: 投行 M&A/财务顾问 (估值/承销超出范畴)、纯 IT 实施/系统集成 (SI 人力外包)、纯审计/税务、纯人力 RPO/猎头、内部战略部 only (虽相关但本 skill 聚焦专业服务咨询的外部视角)。) Master OS — automated mastery of 管理咨询 (Management Consulting) — 战略与管理咨询的职业认知操作系统，从业者/咨询顾问/想入行者/采购咨询服务的客户视角。覆盖: (a) 第一性张力 — 假设驱动 (hypothesis-driven / answer-first / Day-1 answer) 的「先有答案再验证」⇄ 数据驱动 (data-led / bottom-up) 的「先穷尽事实再归纳」，这行的核心张力是「先射箭再画靶 vs 先画靶再射箭」，资深人偏 top-down 假设树减少 boil-the-ocean，但要时刻防 confirmation bias; 以及更深层的张力 — 「卖洞见 (insight / so-what) vs 卖工时 (analysis / 体力)」，「客户影响 (client impact / 落地) vs 智识严谨 (intellectual rigor / 漂亮 deck)」; (b) 方法论正典 (最标准化、最易蒸出高质量) — MECE (相互独立完全穷尽)、issue tree / logic tree (问题树/逻辑树)、hypothesis-driven problem solving (假设驱动)、Pyramid Principle (Minto 金字塔原理: SCQA 情境-冲突-疑问-回答 + 结论先行 + 自上而下 + 归纳/演绎)、80/20 (帕累托/抓大放小)、so-what (所以呢/洞见提炼)、storyline (故事线/ghost deck 鬼影稿)、driver tree / profit tree、2x2 矩阵、value chain、frameworks (Porter 五力/3C/4P/7S/BCG 矩阵/价值链) 既是脚手架也是陷阱 (套框架 vs 真洞见); (c) 行业结构 — MBB (McKinsey/BCG/Bain 战略三巨头) vs Big Four 咨询臂 (Deloitte/PwC Strategy&/EY-Parthenon/KPMG) vs 精品战略所 (Oliver Wyman/Kearney/Roland Berger/L.E.K./Arthur D. Little) vs 专业/职能 boutique (运营/数字化/PE 尽调); up-or-out (非升即走)、leverage model (杠杆模型: 1 个合伙人带多个 EM/咨询师/分析师的金字塔)、partner/principal/EM(项目经理)/associate(咨询师)/analyst(分析师) 职级; (d) 项目交付模型 (the case/study/engagement) — 提案/SOW (scope of work)、problem definition (问题定义/真问题 vs 表象问题)、workplan (工作计划)、hypothesis tree (假设树)、analysis (分析/建模)、synthesis (综合)、recommendation (建议)、implementation (落地); 客户管理 (steering committee 指导委员会、stakeholder 利益相关方、对齐); (e) 产出物 — the deck (PPT 幻灯片是咨询的母语)、executive summary、action title (行动标题/每页一句话结论)、ghost deck (先搭骨架后填数据)、Excel 财务模型、framework 图; (f) 职业/招聘 — case interview 生态 (案例面试: Victor Cheng LOMS/Case in Point/market sizing 市场估算/估算题/fit 行为面)、网申-笔试-案例面、up-or-out、exit options (退出路径: PE/VC/corp dev 企业发展/战略岗/创业/industry); (g) 争议/批判 — 咨询的

日本語の概要は準備中です。原文の説明を表示しています。

MBB-level management consultant with mastery over structured thinking, frameworks, guesstimation, industry analysis, and executive-grade deliverables. Use this skill for: solving business problems, structuring cases, market sizing, profitability analysis, market entry, M&A, pricing, operations, digital transformation, org design, and any consulting deliverable (deck, memo, one-pager). Trigger on: "consulting framework", "MECE", "issue tree", "hypothesis-driven", "80/20", "McKinsey", "Bain", "BCG", "strategy consulting", "management consulting", "problem statement", "root cause", "executive summary", "due diligence", "case study", Porter's Five Forces, 3C's, Ansoff, value chain, or any structured business problem-solving and strategic analysis task.

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Applies the reasoning style of Judy Faulkner, founder and CEO of Epic Systems, to decisions around corporate governance, healthcare technology, and unconventional leadership. Use this skill whenever Claude is asked for advice on going public vs. staying private, M&A strategy (acquisitions), budgeting, reducing software-driven burnout, data privacy, or interoperability. Faulkner's thinking is highly independent, fiercely protective of long-term mission over short-term profits, and deeply skeptical of traditional corporate playbooks (like MBAs, strict budgets, and venture capital). Trigger this skill to channel her focus on organic growth, customer empathy, and treating software as 'mental clay'.

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Comprehensive market research and analysis skill. Use when sizing markets, conducting competitive analysis, generating professional market research reports, analyzing consumer behavior, or identifying market opportunities. Activates for: market research, market analysis, market report, TAM SAM SOM, market sizing, industry analysis, market landscape, competitive landscape, market trends, consumer research, Porter's Five Forces, PESTLE, SWOT, BCG Matrix, McKinsey-style report, consulting report, market opportunity, industry report, due diligence, M&A analysis, GTM market analysis, product-market fit validation.

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A C-level strategy advisory board, run as a team of named specialist agents, that takes an executive from a raw strategic question to a defended, board-ready recommendation. Use this skill whenever the user faces a significant business decision or wants strategic analysis — market entry, build-vs-buy, M&A, digital transformation, annual planning, portfolio prioritization, pricing, a big investment, a competitive threat, a turnaround. Trigger on requests like "should we invest in / build / buy / enter…", "develop a strategy for…", "evaluate this opportunity", "make the business case", "stress-test this plan", "run a pre-mortem", or "prepare a board presentation" — in any language, even when the user doesn't say the word "strategy". Also trigger when the user names a board member (Drucker, Porter, Christensen, Graham, Grove, Wack, Taleb, Minto) or asks to convene the board / open a boardroom session.

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Drafts due diligence checklists for U.S. corporate transactions (M&A, asset purchases, investments, JVs, restructurings). Covers corporate structure, financials, tax, contracts, IP, litigation, employment, benefits, insurance, and environmental compliance. Surfaces change-of-control triggers, consent requirements, and red flags. Use when preparing for deal closing, board presentations, or investor disclosure.

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Expert FinOps guidance for cloud, AI, and SaaS technology spend. Covers AI cost management, agentic FinOps, GenAI capacity planning, self-hosted vs managed inference, Anthropic billing, open-weight vendor APIs (DeepSeek, Qwen, Kimi, GLM), AWS (EC2, Bedrock, SageMaker, Savings Plans, CUR), Azure (reservations, AHB, OpenAI PTUs), GCP (Vertex AI, BigQuery), OCI, Kubernetes cost allocation, data platforms (Databricks, Fabric F-SKUs, Snowflake), tagging governance, SaaS management (SAM, shadow IT), AI coding tools (Cursor, Claude Code, Copilot, Codex), ITAM, allocation, showback, chargeback, anomaly management, KPIs and benchmarking, waste detection playbooks, workload onboarding and M&A, and GreenOps (cloud carbon, CSRD). Use for any question about technology cost or waste in your estate - expiring commitments or RIs, NAT gateway bills, idle VMs, snapshot sprawl - and for commitment sizing, rightsizing, allocation, SaaS sprawl, AI dev tool spend, or connecting spend to business value. Built by OptimNow.

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Compares build vs buy alternatives with risk-adjusted returns, time-to-value, and execution probability assessment. Use when evaluating growth strategies, comparing M&A vs organic investment, or analyzing make-vs-buy decisions.

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公司并购法律顾问。负责 M&A 尽调问题提取、表格审查（附引用）、交割清单准备、董事会决议与书面同意书起草、实体合规与整合交接。当企业法务主理人（法衡中）调度执行公司并购或交易尽调任务时激活。典型问题：从文件中提取尽调问题；构建交割清单；起草董事会同意书或会议纪要。

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企业法务专家团主理人（法衡中）。协调 8 位专业成员（商业合同、公司并购、劳动法、隐私数据、产品法务、监管合规、AI治理、知识产权）按预设工作流完成企业法务全流程审查。触发场景：供应商合同审查、产品发布合规、M&A 尽调、用工调查、监管政策分析、AI供应商风险管理等跨领域法务需求。

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"Build three-statement financial models (Income Statement, Balance Sheet, Cash Flow) with revenue forecasting, assumption management, and scenario analysis. Use this skill when the user needs to project financials, build a fundraising model, create financial projections for a business plan, or evaluate M&A targets — even if they say 'build a financial model', 'project our revenue', 'how much money will we make next year', or 'model this acquisition'.".

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Conduct structured legal due diligence for M&A, joint ventures, or investment transactions. Cover all 9 workstreams — Corporate, Contracts, IP, Litigation, Regulatory, Employment, Tax, Environmental, and Data Privacy. Produce a risk matrix with deal-breaker flags and closing conditions. Use when evaluating a target or counterparty.

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Review contracts with clause-by-clause risk scoring, market benchmarks, negotiability ratings, and redline suggestions. Use when the user pastes an NDA, SaaS/MSA, M&A LOI, or payment agreement and wants a Contract Safety Score, CUAD-based risk breakdown, or /review as [position] analysis.

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Drafts U.S. executive Change in Control Agreements with double-trigger severance, equity acceleration, and 280G/409A compliance. Use when drafting or negotiating CIC agreements, change in control protections, executive severance in M&A, or golden parachute provisions.

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Drafts a Bill of Sale, Assignment and Assumption Agreement for M&A asset purchase closings. Transfers purchased assets (tangible and intangible) from seller to buyer and memorializes assumption of specified liabilities. Use when drafting closing deliverables for asset purchase transactions, including IP assignments, contract rights transfers, and goodwill conveyances.

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Drafts a U.S. asset purchase letter of intent (LOI) separating binding from non-binding terms and capturing deal points, diligence, exclusivity, and closing path. Trigger on "letter of intent", "LOI", "asset purchase", "M&A LOI", "no-shop", "exclusivity", "purchase price", "due diligence".

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Build M&A accretion/dilution workbooks in Excel.

日本語の概要は準備中です。原文の説明を表示しています。